Proforma for considering cases under the career advancement scheme
Yüklə 225,21 Kb.
|
- Bu səhifədəki naviqasiya:
- School/University Major subjects Dates of attendance
Curriculum Vitae of Dr. R.V.S. Rao
1. Name in full : RAJANALA VENKATA SATYANARAYANA RAO 2. Citizenship : Indian by Birth 3. Marital status : Married 4. Date of birth : 26th February 1961 5. Place of birth : Ongole, Prakasam Dist. A.P. India. 6. School and university record: School/University Major subjects Dates of attendance______________________________________________________________________ IGNOU, New Delhi, INDIA MBA in HRM Open University 2000-2006 IGNOU, New Delhi, INDIA Post Graduate Diploma Open University In Management IGNOU, New Delhi, INDIA Diploma In Management Open University IGNOU, New Delhi, INDIA Post Graduate Diploma Open University In Human Resource Management
India
India
A.P. Agril. University integrated Bapatla, Guntur dist. Course A.P, India Board of Intermediate Biological & 1976 - Mar 1978 Education, Hyderabad Physical sciences Andhra Pradesh & Languages India
Education, Hyderabad Physical sciences Andhra Pradesh Social studies India Maths & Languages ______________________________________________________________________ * Includes Entomology and Economic Zoology, Botany, Genetics & Plant breeding, Animal Husbandry, Mycology & Plant pathology, Economics, Mathematics & Statistics, Agronomy, Plant physiology, Biochemistry, Horticulture, Soil science, Agril. Engineering, English (Language) etc 7. Certificates and degrees awarded as officially designated: Certificate/Degree Date of awarding Division with GPA or % of marks earned _____________________________________________________________________ MBA in HRM August 2006 First Class IGNOU, New Delhi, INDIA
In Management IGNOU, New Delhi, INDIA
IGNOU, New Delhi, INDIA Post Graduate Diploma Completed in Not applicable In Human Resource June 2003 Management IGNOU, New Delhi, INDIA Post Doctoral trainee Jan 1993 Not applicable ICRISAT, Patancheru A.P. 502 324, India.
4.00 = 80 % i.e 77.6 % MSc.(Agril. Entomology) Feb 1984 Overall GPA 3.97/4.00 4.00 = 80 % i.e 79.4 % BSc (Agriculture) 1982 GPA 3.99/4.00 4.00 = 90 % i.e 89.7 % Intermediate 1978 First Division 68.5 % S.S.C 1976 First Division 72.8 % With distinction. ______________________________________________________________________
11. International work experience: Worked as Post Doctoral Fellow (PDF) in International Crops Research Institute for Semi Arid Tropics (ICRISAT), Patancheru, Medak, Andhra Pradesh 502 324, India from 17 Jan 1991 to 16 Jan 1993. 12. Computer literacy: Have knowledge and experience with word processing MS word, word star, word perfect) presentation, (MS power point, Adobe Photoshop), Data and project management (MS Excel, MS Access) soft ware. 13. Service experience Name of post Period Employer (Pay scale in Rs) Scientist 4-4-1988 Centre for Environment Education (Rs. 8000-13,500) to Ahmedabad, Gujarat, India 31-7-1989
(Rs. 8000-13,500) to 6-08-1994
(Rs. 10,000-15,200) to 6-8-1998
(Rs. 12000-18300) to 02-04-2000
(Rs. 12000-18300) to A.P, India 6-8-2006
(Rs. 16,400-22,400) A.P, India (presently 37,400-67,00) 14. Scholarships/fellowships won: a. National merit scholarship during Intermediate and BSc (Ag) b. IARI junior and senior fellowships during MSc and PhD. 15. I can read, write and speak the following languages Telugu, English and Hindi. Member of professional societies _____________________________________________________________ Life member of The Entomological Society of India Society of Plant Protection Sciences Society of Pesticide Science India Agri-Horticultural Society, Hyderabad Indian Society of Agricultural Sciences Society of Research Management Fellow of Society for promotion of Agricultural Sciences 16. Areas in which the Scientist has made some mark including the specific achievement in Research/Teaching/Extension:-
(b) Research: NATP sub-project: Institutionalisation of Research Priority Setting, Monitoring and Evaluation, and Networking of Social Scientists Component: Performance Assessment and Accountability Enhancement of National Agricultural Research Organizations (NAROs) in India A. HOST-PLANT RESISTANCE: 1. Collections from 19 wild relatives of Arachis spp were screened for resistance against groundnut leaf miner (GLM) (Aproaerema modicella (Deventer)), and collection no. 30109 of A. paraguariensis and collection no. HLK 409 of A. stenosperma were highly resistant to GLM. 2. Pubescent genotypes of Arachis hypogaea (NC Ac 2230, NC Ac 2214 and NC Ac 2242) are more preferred for egg laying by GLM than glabrous genotypes. Genotype NC Ac 17090 performed better in both damage rating and yield. Genotype NC Ac 2575 is resistant to GLM and about 9 genotypes are tolerant to GLM attack. 3. Developed a simple cage technique for screening groundnut germplasm against GLM under glasshouse/screen-house conditions as a supplement to the field screening. Optimum conditions for higher oviposition and egg hatch were worked out. 4. Quantity of sap exuded on injury apart from its quality might be playing a role in resistance to GLM in some groundnut genotypes. 5. Mechanisms other than antibiosis might be playing a role in the resistance of pigeon pea genotypes ICPL 84060 and ICPL 87088 to Helicoverpa armigera Hubner B.BIOLOGICAL AND BOTANICAL PESTICIDES: 1. Tested neem formulations for their efficacy against Helicoverpa armigera and found the different effects of neem on the growth, development and mortality of the pest. 2. synthetic pyrethroid resistant H. armigera larvae were more susceptible to Bacillus thuringiensis (Bt) treatment than susceptible strains. Younger larvae of Ongole strain of H. armigera were more susceptible to Bt when compared to older larvae. 3. In Spodoptera litura, younger larvae more resistant to Bt treatment than older larvae suggesting that resistance to Bt decreases with age in this pest. 4. The growth retardant effect of PLUMBAGIN a plant product from Plumbago sps. on the treated fifth instar nymphs of the cotton stainer Dysdercus koenigii was shown (Published a research paper and the copy attached for information). 5. Ovicidal activity of plumbagin in insects was reported for the first time in the world. The LC50 of plumbagin ranged from 0.0044% to 0.0066% by a residual film technique for 24 hr exposure of eggs of different ages of cotton stainer Dysdercus koenigii. (Published a research paper and the copy attached for information). 6. Mating inhibition effect of plumbagin in insects was reported for the first time in the world. When 0-24 hr old Dysdercus koenigii adults were treated with 5, 10 and 15 µg of plumbagin/insect, mating inhibition was observed in a high percentage of treated males apart from reduced egg production in treated females. (Initially this work was accepted for poster presentation in the XX International congress of Entomology held at Firenze, Italy, August 25-31, 1996, but could not be presented due to lack of funding for registration fee and travel. It was later published as a research paper in Shaspha journal.) 7. Piperonyl butoxide (PBO) at 50 µg/insect dose alone or in combination with plumbagin (@ 5 µg/insect) was found to cause mortality and morphogenetic abnormalities in the fifth instar nymphs of cotton stainer Dysdercus koenigii. 8. Plumbagin at 5, 10, 15 and 20 µg/insect doses failed to cause any adverse effects on the pupation and adult emergence when the last instar larvae (mean body weight of 122.34 mg) of Galleria mellonella were treated with it. C. INSECTICIDE RESISTANCE MANAGEMENT (IRM)
2. One of the enzyme systems involved in imparting resistance to Helicoverpa armigera against insecticides is mixed function oxidases (MFOs). Studies showed that NADPH was found to be oxidised by MFOs from the microsomal fraction of the tissues. The rate of NADPH oxidation gives a measure of MFOs activity in the tissues used. Effect of MFOs from the microsomal fraction of gut of H.armigera on the oxidation of NADPH was studied in the Delhi population. There was a linear increase in the rate of oxidation from 45.8 to 51.1 nmoles NADPH oxidised/min/mg protein between 0.2 to 0.4 mg protein. With increase in protein level up to 0.6 mg there was only a slight increase in NADPH oxidation. As the protein content increased from 0.6 to 0.8 mg, there was a reduction in NADPH oxidation, which may be attributed to the fact that at high concentrations of proteins some inhibitors may become active. 3. Studies on the effect of pH on the deltamethrin metabolising enzyme activity from the microsomal fraction of gut of H.armigera indicated that at a pH range of 6-7, the percent metabolising activity was less. With an increase in the pH from 7 to 9, there was a differential rate of increase of 14C labelled deltamethrin metabolising activity. 4. Studies on the effect of temperature on the deltamethrin metabolising activity from the microsomal fraction of gut of H.armigera indicated that there was a rapid increase in metabolising activity from 10.3% at 20o C to 13.3% at 30o C. After that with the increase in the temperature there was a gradual decrease in metabolising activity which reached 6.6% at 60o C. 5. Studies on the effect of bovine serum albumin (BSA) concentration on the deltamethrin metabolising activity from the microsomal fraction of gut of H.armigera indicated that 0.5% BSA in the microsomal fraction enhanced 14C labelled deltamethrin metabolising activity. When the concentration of BSA was increased , there was a decrease in the percent per cent metabolising activity. This may be due to lowering of pH or reduced availability of the substrate to the enzyme. 6. Physiological and biochemical basis of resistance in Helicoverpa armigera (Hubner): Synergistic action of insecticidal mixtures of cypermethrin and profenofos in controlling resistant insect populations of Helicoverpa armigera (Hubner) was found. Cypermethrin (LD50 2.0105 µg/insect) and profenofos ((LD50 0.9757 µg/insect) when mixed at different ratios of 1:10, 1:5, 1:1 and 5:1 respectively, the LD50 value came down to 0.6814 (1:10), 0.4750 (1:5), 0.3031 (1:1) and 0.1919 µg/insect (5:1) indicating co-toxicity coefficients of 150.22, 224.68, 433.44 and 890.06 respectively for the mixtures indicating that cypermethrin was more synergised by profenofos than the opposite way. 7. Transience in organizations: This study evaluated the change management skills among of directors of ICAR institutions. Ten instruments were used to measure the managerial styles of the directors with reference to transience management skills. These were X, Y, and Z style of management; resilience and amenability to change; situational leadership; Myers-Briggs type indicator; personality types in interpersonal relationships; vulnerability to stress; time management skills; power orientation; self-monitoring skills; and adeptness at office politics. The results indicate that of the ten respondents, there were no respondents who were poor in transience management skills, but none possessed excellent skills either. Three skills namely vulnerability to stress, sensitivity to interpersonal relationship and effective time management skills contributed in large measure to deficit in change management abilities. It is suggested that those three skills could be honed by careful and concerted HRD interventions. Further study in action research mode on the evaluation of the change management process initiated in the research Institutes of the ICAR consisted of a workshop on transience management wherein the participant Directors were required to develop roadmaps for change with respect to change in structure, technology, physical setting, task, and people in their respective institutes. They were then given two years time for implementing the same and reporting the status of the implementation. Five criteria i.e. size of the plan, it’s being structured, having details, being complete and listing of the number of issues which were used to measure the change management process in these organizations. The results indicate that of the nineteen participants, fourteen (74%) of the institutions prepared above average vision plans while the rest were below average in terms of transience planning. In terms of plan implementation only six (32%) of the participating institutions submitted the implementation reports all of which were above average and out of them one was excellent two very good and three good. The Directors who had better change management skills invariably made better agendas for change and implemented them more effectively; though not all of them did so. It was seen that having better transience skills is a prerequisite for effective change management; it is not a guarantee for it. The study has shown that change management is a difficult process and the implementation monitoring needs to be more intense. There seems to be a requirement of hand holding of the change agents (i.e. Directors) by the workshop resource persons who may act as formal consultants to the change management process. 8. Leadership styles and effectiveness in ICAR institutes: 191 Research leaders from ICAR were studied for different characteristics of leadership as the dependent variable. The characteristics studied were Readiness to take up leadership role, Assertiveness, Strength of achievement motive, Leadership effectiveness, Risk taking, Situational leadership both main style and backup style, Situational leadership effectiveness score, Political behaviour, Impression making with boss, Personal creativity, Creating an effective climate for innovation, Communication effectiveness and Strategic thinking. It was seen that out of the twelve components of leadership study the respondents have scored well in one (i.e. Communication effectiveness), moderate in eight and poorly in three (i.e. Risk taking, Delegating, Situational Leadership Effectiveness). The independent variables (designation, age, gender, educational qualification, discipline group, total service experience, period of technical training undergone, period of management training undergone) do not seem to have a profound effect in three of the characteristics while in nine of the dependent characteristics were affected by the independent variables in one way or another. It can thus be concluded that the leadership effectiveness in the agricultural research organizations is at best, average or moderate. This situation indicates that definite initiatives have to be taken in order to improve the nature of leadership in the agricultural research organizations. Interventions can only be made in the independent variables such as educational qualifications and training that can be imparted and by giving appropriate higher designation by giving timely and rational
Most organizations have structure and systems. Most also have norms, values and traditions; and these three constitute organizational culture. The main actors in the organization are its top leaders; they and the other employees have their own individual needs in addition to those of the organization. All of these organizational components – structure, systems, culture, leader behaviour, and psychological needs of employees – interact with one another and create what can be called organizational climate. A Study on assessment of organizational climate as perceived by 745 scientists from different ICAR institutes calls for suitable interventions to improve the organizational climate of the ICAR. The prevailing organizational climate was analyzed in terms of the six climate motives viz., achievement, affiliation, expert influence, extension, control and dependence using MAO-C scale of Pareek (1988). Highest percentage of respondents (26.4%) reported control motive as the dominant motive, followed by dependence (19.4%), expert influence (16.2%), extension (15.1%), achievement (14.9%) and affiliation (8.0%). The desirable motives in scientific research institutions are achievement, expert influence, affiliation and extension for teamwork, greater efficiency and effectiveness with increased output. The observation of control and dependence motive among 45.8 % respondents is not a good sign as it reflects the presence of low job autonomy in the organization. Higher order of cooperation and coordination is not possible in such climate. Dependence motive is figured as major back up motive among 23.9 % respondents. It was followed by achievement (17.2 %) and expert influence (17.0). 10. Organizational stress and stressors among scientists and teachers of ICAR institutes and SAUs. The project aims to study the sources and extent of stress prevalent among the scientists and teachers of ICAR institutes and State Agricultural Universities. This will be studied by collecting relevant and needed information through standard instruments. The study will facilitate identifying appropriate strategies that would help scientists and teachers to overcome/cope up with stress. The main objectives of the project are
Literature search and finalization of instruments was over and 27 instruments were collected and a questionnaire was prepared and about 150 filled in questionnaires were collected from the target groups. Consultancy /Sponsored projects 11. NATP project on Performance assessment of Agricultural research organizations: Under the aegis of National Agricultural Technology Project a research study was undertaken by NAARM to develop a comprehensive methodology with practical application for objective assessment of the performance of agricultural research organizations in the country. The potential methodology developed through extensive literature search, intensive interaction with senior level functionaries from the Indian NARS and CGIAR institutes, and subsequent field-testing on a pilot scale in selected research institutions in ICAR and Agricultural University Systems. The performance assessment methodology encompasses three basic components, as under: Research outputs (productivity) Research outcomes (impact) Management process (domains/functions) The methodology attempts to integrate research output and outcome evaluation (productivity) with the assessment of key management processes that affect the performance through constraint analysis. By critically examining the reasons for under-performance, as reflected in lower productivity / performance ratios coupled with higher constraint ratios in comparison with the bench-mark / threshold values, appropriate action plans need to be developed to overcome the problems towards improving the performance level. As a strategy, the performance assessment results need to be integrated into the internal decision-making process, so that the potential of the methodology as an effective tool for improved performance can be fully realized. Yüklə 225,21 Kb. Dostları ilə paylaş:
|