[writetotanveer]

One of the Keys to CAT 2007 will be the ability to read fast and absorb faster!!!

With this aim in mind I will be posting passages everyday for reading from different topics and also post relevant links.

ALL THE BEST!!!

Regards
Tanveer

p.s It would be a really helpful excercise if, after going through the paragraphs we tried to think what kind of questions could come from the paragraph and list them down and post them here.

[writetotanveer]

SOCRATES

The most interesting and influential thinker in the fifth century B.C. was Socrates, whose dedication to careful reasoning transformed the entire enterprise. Since he sought genuine knowledge rather than mere victory over an opponent, Socrates employed the same logical tricks developed by the Sophists to a new purpose, the pursuit of truth. Thus, his willingness to call everything into question and his determination to accept nothing less than an adequate account of the nature of things make him the first clear exponent of critical philosophy

Although he was well known during his own time for his conversational skills and public teaching, Socrates wrote nothing, so we are dependent upon his students (especially Xenophon and Plato) for any detailed knowledge of his methods and results. The trouble is that Plato was himself a philosopher who often injected his own theories into the dialogues he presented to the world as discussions between Socrates and other famous figures of the day. Nevertheless, it is usually assumed that at least the early dialogues of Plato provide a (fairly) accurate representation of Socrates himself.

In the Euqufrwn (Euthyphro), for example, Socrates engaged in a sharply critical conversation with an over-confident young man. Finding Euthyphro perfectly certain of his own ethical rectitude even in the morally ambiguous situation of prosecuting his own father in court, Socrates asks him to define what "piety" (moral duty) really is. The demand here is for something more than merely a list of which actions are, in fact, pious; instead, Euthyphro is supposed to provide a general definition that captures the very essence of what piety is. But every answer he offers is subjected to the full force of Socrates's critical thinking, until nothing certain remains.
Specifically, Socrates systematically refutes Euthyphro's suggestion that what makes right actions right is that the gods love (or approve of) them. First, there is the obvious problem that, since questions of right and wrong often generate interminable disputes, the gods are likely to disagree among themselves about moral matters no less often than we do, making some actions both right and wrong. Socrates lets Euthypro off the hook on this one by aggreeing—only for purposes of continuing the discussion—that the gods may be supposed to agree perfectly with each other. (Notice that this problem arises only in a polytheistic culture.)
More significantly, Socrates generates a formal dilemma from a (deceptively) simple question: "Is the pious loved by the gods because it is pious, or is it pious because it is loved by the gods?" (Euthyphro 10 a) Neither alternative can do the work for which Euthyphro intends his definition of piety. If right actions are pious only because the gods love them, then moral rightness is entirely arbitrary, depending only on the whims of the gods. If, on the other hand, the gods love right actions only because they are already right, then there must be some non-divine source of values, which we might come to know independently of their love.
In fact, this dilemma proposes a significant difficulty at the heart of any effort to define morality by reference to an external authority. (Consider, for example, parallel questions with a similar structure: "Do my parents approve of this action because it is right, or is it right because my parents approve of it?" or "Does the College forbid this activity because it is wrong, or is it wrong because the College forbids it?") On the second alternative in each case, actions become right (or wrong) solely because of the authority's approval (or disapproval); its choice, then, has no rational foundation, and it is impossible to attribute laudable moral wisdom to the authority itself. So this horn is clearly unacceptable. But on the first alternative, the authority approves (or disapproves) of certain actions because they are already right (or wrong) independently of it, and whatever rational standard it employs as a criterion for making this decision must be accessible to us as well as to it. Hence, we are in principle capable of distinguishing right from wrong on our own.
Thus, an application of careful techniques of reasoning results in genuine (if negative) progress in the resolution of a philosophical issue. Socrates's method of insistent questioning at least helps us to eliminate one bad answer to a serious question. At most, it points us toward a significant degree of intellectual independence. The character of Euthyphro, however, seems unaffected by the entire process, leaving the scene at the end of the dialogue no less self-confident than he had been at its outset. The use of Socratic methods, even when they clearly result in a rational victory, may not produce genuine conviction in those to whom they are applied.
Because of his political associations with an earlier regime, the Athenian democracy put Socrates on trial, charging him with undermining state religion and corrupting young people. The speech he offered in his own defense, as reported in Plato's Apologhma (Apology), provides us with many reminders of the central features of Socrates's approach to philosophy and its relation to practical life.
Plato's description of Socrates's final days continued in the Kritwn (Crito). Now in prison awaiting execution, Socrates displays the same spirit of calm reflection about serious matters that had characterized his life in freedom. Even the patent injustice of his fate at the hands of the Athenian jury produces in Socrates no bitterness or anger. Friends arrive at the jail with a foolproof plan for his escape from Athens to a life of voluntary exile, but Socrates calmly engages them in a rational debate about the moral value of such an action.
Of course Crito and the others know their teacher well, and they come prepared to argue the merits of their plan. Escaping now would permit Socrates to fulfil his personal obligations in life. Moreover, if he does not follow the plan, many people will suppose that his friends did not care enough for him to arrange his escape. Therefore, in order to honor his commitments and preserve the reputation of his friends, Socrates ought to escape from jail.
But Socrates dismisses these considerations as irrelevant to a decision about what action is truly right. What other people will say clearly doesn't matter. As he had argued in the Apology, the only opinion that counts is not that of the majority of people generally, but rather that of the one individual who truly knows. The truth alone deserves to be the basis for decisions about human action, so the only proper apporoach is to engage in the sort of careful moral reasoning by means of which one may hope to reveal it.
Socrates's argument proceeds from the statement of a perfectly general moral principle to its application in his particular case:

• One ought never to do wrong (even in response to the evil committed by another).
• But it is always wrong to disobey the state.
• Hence, one ought never to disobey the state.

[writetotanveer]

9 Fun Things To Do In Developing Your Leadership
by Kenny Moore

For 15 years I lived in a monastic community as a Catholic priest. I now devote most of my time to Corporate America working on executive development, change management and organizational healing. Actually, the jobs have proven to be quite similar - except the pay is a lot better now.
Employee surveys increasingly confront executives with three major issues: nobody trusts; employees don't believe in senior management; and workers are too stressed out to care. Problems with trust, belief and caring. In my monastic days, we referred to this quandary as a crisis of Faith, Hope and Charity. I believe the problems confronting leaders today are more spiritual than fiscal.
It strikes me as a bit unfair to expect engineers and accountants to be masters of the spiritual domain. So here are nine fun ways to get you started.
1 - Become a better communicator by keeping your mouth shut.
Communication improves when you learn to be quiet and listen. This is no small task in a dominant business culture that says the ones that speak the most (and the loudest) win. The more effective leaders are the ones who can let go of their need to defend, explain and justify - and simply be present to the pain and imperfection in the company. It's only after employees have said all they wanted to say (or "emptied" themselves) that they become open to hear anything that you have to offer. I find it downright saintly to find a leader who has some comfort level with silence.
2 - Eat lunch in the cafeteria.
You can find out more about what's going on in your company by noshing with staff than by reissuing the Employee Survey. Just grab some cafeteria delicacy, plop yourself down at a table of co-workers, introduce yourself and say: "So, how's things going?" Resist the executive temptation to correct, solve, judge and reinterpret. Employees feel affirmed when you ask for their opinion and actually make room for a response. While you will hear some plain old moaning, you will also hear about practices that are frustrating employees and hindering operational performance. In a short time, perhaps just by making a few calls, you'll be well on the road to eliminating some unproductive behaviors ... as well as improving employee trust and hope - two spiritual qualities that directly hit the bottom line.
3 - Send hand written cards.
Sit down and actually hand write a note to someone. Real pen; real paper - no E-mails. It's seldom done - and it's powerful. Spend the first 15 minutes of your day writing personal notes to people who are doing the right things. Saying thanks has become a lost art in the frenetic world of 24/7. It's a morale booster that costs pennies. You are not only responsible for the quantitative side of the business. You're also responsible for the qualitative piece. You're accountable for the "heart" of the company - its maintenance and healing. Valentine's Day has now become your domain. Use it by sending lots of Valentine cards; sign them "from someone who notices your good efforts."
4 - Say a Prayer.
The work of a leader is spiritual: building trust; inspiring staff; fostering creativity. You'd be foolish not to ask for all the help you can get - and prayer is a good way to start. Prayer can also improve that much needed executive skill: humility. It's often only after you've arrived in a leadership position that you realize that you're really not "in charge" of much. Success, both personal and corporate, is largely dependent on people and things outside your control. Humility is merely the willingness to recognize it. Prayer also gives you a chance to apologize. It helps to say, "I'm sorry" to the Gods for things you, your employees and company have done wrong in the quest to succeed. Who knows, maybe the reason the company's in a slump is because nobody's apologized to the Divine? As a leader, it's now part of your job.
5 - Meet with coworkers in their cubicles.
While you may be more comfortable having staff meet in your office, it's more valuable to leave and meet them where they are located. Leadership is not about your comfort, but that of employees. The rarefied air of the executive suite can become toxic. I also think of it as giving a sort of "home court advantage." An insightful leader meets people where they work, accepts them for their unique gifts. Also, the symbolic value of seeing you mingling with the troops improves trust. General Patton used this effectively and won many a battle by the loyalty his troops had for him.
6 - Spend quiet time with yourself.
A leader's value is determined both by whom she is as well as what she does. Spending time doing nothing increases your awareness and creativity. You become better able to respond rather than react. Being still, even for a few minutes each day, provides the foundation for becoming less operational and more strategic. You see the bigger issues, the underlying conflict, the creative approach that will take the organization to the next level. The Gods bestow the gift of wisdom, not in the maelstrom of activity, but in the silence within.
7 - Visit art museums.
Leadership is not only a science. It's also an art. What better way to develop this aspect than by spending time with the "masters?" Tell your staff that you'll be gone for the day. Remind them that they're in charge. Then take off and walk the corridors of your local museum. Even if you never took an art appreciation class, you can still amble among these solemn halls and ask yourself fun questions like: How can my organization be more creative? What can I do to reward more risk taking? What are some unmet needs that might expand the business? And, my favorite question, what would I do if I knew I wouldn't fail?
8- Increase tolerance for opinions that drive you wacky.
The future never arrives as you expect. Breakthroughs show up as irritating distractions to your defined business goals. Leaders with vision seek out discordant voices and surround themselves with people who challenge basic assumptions and traditional ways. Experiment with expanding your sense of humor so that you can play with those who see the world differently. Being able to question commonly accepted business practices and living with the ambiguity that this produces is the fertile ground for divine revelation.
9 - Work on the impossible.
One of the things I learned in the monastery was: just because something is impossible, doesn't mean you don't have to work on it. (Why else would I have been required to take the vow of celibacy?) Some of what a leader is required to work on will not be accomplished in his lifetime. That's what vision, brilliance and legacy are about. To those overwhelmed by this task, I give you the words of my old religious superior: if you think you're too small to be effective, then you've never been in bed with a mosquito. It is your task to explore and initiate impossible efforts that will serve the next generation. You have an executive responsibility to take politically incorrect stands in service of the long term corporate common good. Practicality and common sense be damned when it's clear what implausible work needs to be accomplished. The poet Theodore Roethke said it well: "What we need is more people who specialize in the impossible."
Worried that this will negatively impact your career? Don't. Since the work is "impossible" everybody will have very low expectations - so even making a little progress makes you look like a star. Likewise, because most of your peers will run headlong away from this challenge, you'll have little competition ... and the Gods just may come to your assistance giving you great surprise and success.
Finally, mixing God and mammon makes good business sense. Employees have many God given talents that they want to contribute, if someone would just lead the way. Thomas Aquinas, the medieval saint, once said: "Without work, it is impossible to have fun." The world of business is undergoing a radical transformation that is inviting the spiritual assets of the workforce into the hallowed halls of commerce.
Now go and do what any self-respecting leader should! Put yourself out in front of this transformation ... and take credit for starting it all. And be sure to have some fun while you're leading the charge.

[writetotanveer]

Some Sites for Management Literature..

Management Methods, Models and Theories.

Better Management

MBA Depot

Employer Employee Relations

Manager Wise

Regards
Tanveer

[writetotanveer]

HIV in India — The Challenges Ahead

Robert Steinbrook, M.D.
On April 1, 2007, India will launch a new phase of its National AIDS Control Program (NACP). Its goals include reducing the number of new human immunodeficiency virus (HIV) infections — currently, an estimated 98.5 to 99.5% of India's 1.1 billion people remain uninfected — improving treatment, and providing therapy to more people. The 5-year program, known as NACP-III, has a budget of about $2.6 billion, two thirds of which is earmarked for prevention and one sixth for treatment (with the remainder primarily for management), and represents a substantial increase in the attention to and spending on HIV–AIDS. More than 80% of the funds will come from outside India — from the World Bank and other international organizations, governments, and philanthropies. Most of the funding has already been committed.
When I visited India earlier this year, it was evident that the HIV epidemic was only one of the country's many pressing health problems.1 India must decide whether to commit more of the resources that are fueling its rapid economic growth — and the growth of its private health care industry — to improvements in public health and basic health care.2 In 2003, public expenditure on health represented only 1.2% of India's gross domestic product.3 There are 60 physicians per 100,000 population (as compared with 230 in Britain and 256 in the United States). With regard to HIV, challenges include increasing the number of patients receiving treatment, making additional antiretroviral medications available, improving the monitoring of therapy, training physicians and other health care workers, caring for patients with tuberculosis coinfection (see pages 1198–1199), and reducing stigma and discrimination.
Although prevention will account for a smaller percentage of the total NACP resources than at present, it will remain the focus of India's AIDS control strategy. The components of the strategy are similar to those in other South Asian countries and include intensive prevention efforts directed at the high-risk groups of commercial sex workers, injection-drug users, and men who have sex with men, as well as "bridge populations" such as truckers and migrant workers.4 Avahan (Sanskrit for "a call to action"), the India AIDS initiative of the Bill and Melinda Gates Foundation, addresses gaps in India's national response and aims "to prove that prevention can be done at scale," according to Ashok Alexander, the program's director. The components of India's strategy also include expanded HIV counseling and testing and treatment for sexually transmitted diseases, broad communication of information on prevention, promotion of condom use, an increase in the proportion of blood donation that is voluntary (since payment for donation attracts high-risk donors), improved access to safe blood, and expansion of programs for preventing mother-to-child transmission.
Each year, about 28 million children are born in India. Skilled health care personnel attend less than half of all births; infant mortality is about 55 per 1000 live births. In 2004, only an estimated 4% of all pregnant women received HIV counseling and testing, and only about 2% of HIV-positive pregnant women received antiretroviral prophylaxis, usually consisting of a single peripartum dose of nevirapine. Moreover, HIV-positive pregnant women may benefit from antepartum combination antiretroviral treatment for their own health. Under NACP-III, more pregnant women should receive monitoring of their CD4 cell counts, antiretroviral treatment, regimens designed to prevent HIV transmission (including combinations of antiretroviral drugs), and other services.
In scaling up treatment, India's domestic pharmaceutical industry has a critical role. A paradox is that Indian companies have become major suppliers of low-cost generic antiretroviral medications to low- and middle-income countries in Africa and elsewhere at a time when there are still major unmet needs for HIV treatment in India. Cipla, a company based in Mumbai, manufactures the largest range of HIV drugs and has the largest market share. Cipla exports 18 times as much antiretroviral medication as it sells domestically, according to Amar Lulla, its joint managing director. Retail drug prices are higher in India than in Africa, in part because of taxes. Eventually, enhanced patent protection for pharmaceuticals in India, which took effect in January 2005, may lead to higher prices. So far, however, no relevant patents have been issued. Initially, "government activities were not [proceeding] at the speed at which the virus was spreading," according to Suniti Solomon, director of Y.R.G. CARE, a nongovernmental treatment, research, and education facility in Chennai. In April 2004, India launched its public-sector antiretroviral treatment program at eight centers. As of January 31, 2007, about 56,500 patients were receiving treatment at 103 centers (see graph); about 62% were men, 32% women, and 6% children. Perhaps 10,000 to 20,000 additional patients were receiving treatment in the private and nongovernmental sectors. The goal is to have 250 public centers open within 5 years, providing free antiretroviral treatment to 300,000 adults and 40,000 children. However, there is no way to know whether this response will be sufficient.
Patients with HIV infection in India can receive care in the private sector that is indistinguishable from that provided in leading treatment centers around the world. All the relevant medications and laboratory tests are available. In fact, HIV medications, like other drugs, are sold over the counter. Some doctors and pharmacists, however, provide treatments that make no sense — Solomon says she knows of instances in which a patient was told to take ineffective regimens, such as one zidovudine tablet twice a day for 21 days. The provision of ineffective regimens and the development of drug resistance are major concerns.

The national program provides laboratory tests, such as CD4 cell counts, and medications at no charge to the patient. At present, five first-line antiretroviral medications are provided: the nucleoside analogues lamivudine, stavudine, and zidovudine and the nonnucleoside reverse-transcriptase inhibitors efavirenz and nevirapine. More expensive first-line medications (i.e., tenofovir and emtricitabine) are not provided, nor are second-line medications and more expensive laboratory tests, such as measurement of plasma HIV RNA levels. The immediate priorities are to start patients on first-line regimens, to achieve high rates of compliance through supervised therapy and intensive counseling, to build infrastructure, and to ensure that people are not "dying for lack of access to drugs that are available and affordable," according to Sujatha Rao, the director general of India's National AIDS Control Organization.
It seems inevitable that the national program will have to cover additional first-line treatments, second-line treatments, and measurement of plasma HIV RNA levels and that its protocols will eventually reflect the updated recommendations of the World Health Organization.5 Yet the costs of such tests and second-line medications — which, at about $2,000 a year, are about 10 times those of some first-line regimens — remain formidable. According to Rao, a policy of covering additional drugs is "a big responsibility. Once the government says it will provide you with these drugs, it is a commitment forever."
The largest AIDS care center in India is the Government Hospital of Thoracic Medicine, Tambaram Sanatorium, Chennai. Established in 1928 as a 12-bed private tuberculosis sanatorium, it now has extensive outpatient and laboratory facilities as well as 32 inpatient wards, with a total of 776 beds; 8 of the wards are devoted to patients with HIV. Between April 2004 and February 2007, more than 5000 patients began antiretroviral therapy at the hospital. "Every other government and private hospital would just throw the patient out as soon as they found they were HIV-positive," says Soumya Swaminathan, deputy director of the Tuberculosis Research Center in Chennai. "At Tambaram, anyone could walk in at any time. They would be taken care of."
In India, as in much of the world, stigma and discrimination present major barriers to controlling AIDS. In 2005, the HIV–AIDS unit of the Mumbai-based Lawyers Collective, which provides free legal aid, drafted comprehensive antidiscrimination legislation. India's parliament has yet to consider the bill. There are other antidiscrimination efforts, such as a campaign to persuade the courts to overturn, or the parliament to rewrite, Section 377 of the Indian Penal Code, which makes homosexuality illegal and punishable by imprisonment.1 Within the next several months, a more accurate estimate of the number of HIV-infected people in India should be released. Although the estimate is eagerly awaited, its effect, if any, on India's resolve is a matter of conjecture. Regardless of the number, the new phase of the AIDS control program is just beginning, and the challenges remain immense.

[anurag_etce21]

Originally Posted by writetotanveer

HIV in India — The Challenges Ahead

Robert Steinbrook, M.D.
On April 1, 2007, India will launch a new phase of its National AIDS Control Program (NACP). Its goals include reducing the number of new human immunodeficiency virus (HIV) infections — currently, an estimated 98.5 to 99.5% of India's 1.1 billion people remain uninfected — improving treatment, and providing therapy to more people. The 5-year program, known as NACP-III, has a budget of about $2.6 billion, two thirds of which is earmarked for prevention and one sixth for treatment (with the remainder primarily for management), and represents a substantial increase in the attention to and spending on HIV–AIDS. More than 80% of the funds will come from outside India — from the World Bank and other international organizations, governments, and philanthropies. Most of the funding has already been committed.
When I visited India earlier this year, it was evident that the HIV epidemic was only one of the country's many pressing health problems.1 India must decide whether to commit more of the resources that are fueling its rapid economic growth — and the growth of its private health care industry — to improvements in public health and basic health care.2 In 2003, public expenditure on health represented only 1.2% of India's gross domestic product.3 There are 60 physicians per 100,000 population (as compared with 230 in Britain and 256 in the United States). With regard to HIV, challenges include increasing the number of patients receiving treatment, making additional antiretroviral medications available, improving the monitoring of therapy, training physicians and other health care workers, caring for patients with tuberculosis coinfection (see pages 1198–1199), and reducing stigma and discrimination.
Although prevention will account for a smaller percentage of the total NACP resources than at present, it will remain the focus of India's AIDS control strategy. The components of the strategy are similar to those in other South Asian countries and include intensive prevention efforts directed at the high-risk groups of commercial sex workers, injection-drug users, and men who have sex with men, as well as "bridge populations" such as truckers and migrant workers.4 Avahan (Sanskrit for "a call to action"), the India AIDS initiative of the Bill and Melinda Gates Foundation, addresses gaps in India's national response and aims "to prove that prevention can be done at scale," according to Ashok Alexander, the program's director. The components of India's strategy also include expanded HIV counseling and testing and treatment for sexually transmitted diseases, broad communication of information on prevention, promotion of condom use, an increase in the proportion of blood donation that is voluntary (since payment for donation attracts high-risk donors), improved access to safe blood, and expansion of programs for preventing mother-to-child transmission.
Each year, about 28 million children are born in India. Skilled health care personnel attend less than half of all births; infant mortality is about 55 per 1000 live births. In 2004, only an estimated 4% of all pregnant women received HIV counseling and testing, and only about 2% of HIV-positive pregnant women received antiretroviral prophylaxis, usually consisting of a single peripartum dose of nevirapine. Moreover, HIV-positive pregnant women may benefit from antepartum combination antiretroviral treatment for their own health. Under NACP-III, more pregnant women should receive monitoring of their CD4 cell counts, antiretroviral treatment, regimens designed to prevent HIV transmission (including combinations of antiretroviral drugs), and other services.
In scaling up treatment, India's domestic pharmaceutical industry has a critical role. A paradox is that Indian companies have become major suppliers of low-cost generic antiretroviral medications to low- and middle-income countries in Africa and elsewhere at a time when there are still major unmet needs for HIV treatment in India. Cipla, a company based in Mumbai, manufactures the largest range of HIV drugs and has the largest market share. Cipla exports 18 times as much antiretroviral medication as it sells domestically, according to Amar Lulla, its joint managing director. Retail drug prices are higher in India than in Africa, in part because of taxes. Eventually, enhanced patent protection for pharmaceuticals in India, which took effect in January 2005, may lead to higher prices. So far, however, no relevant patents have been issued. Initially, "government activities were not [proceeding] at the speed at which the virus was spreading," according to Suniti Solomon, director of Y.R.G. CARE, a nongovernmental treatment, research, and education facility in Chennai. In April 2004, India launched its public-sector antiretroviral treatment program at eight centers. As of January 31, 2007, about 56,500 patients were receiving treatment at 103 centers (see graph); about 62% were men, 32% women, and 6% children. Perhaps 10,000 to 20,000 additional patients were receiving treatment in the private and nongovernmental sectors. The goal is to have 250 public centers open within 5 years, providing free antiretroviral treatment to 300,000 adults and 40,000 children. However, there is no way to know whether this response will be sufficient.
Patients with HIV infection in India can receive care in the private sector that is indistinguishable from that provided in leading treatment centers around the world. All the relevant medications and laboratory tests are available. In fact, HIV medications, like other drugs, are sold over the counter. Some doctors and pharmacists, however, provide treatments that make no sense — Solomon says she knows of instances in which a patient was told to take ineffective regimens, such as one zidovudine tablet twice a day for 21 days. The provision of ineffective regimens and the development of drug resistance are major concerns.

The national program provides laboratory tests, such as CD4 cell counts, and medications at no charge to the patient. At present, five first-line antiretroviral medications are provided: the nucleoside analogues lamivudine, stavudine, and zidovudine and the nonnucleoside reverse-transcriptase inhibitors efavirenz and nevirapine. More expensive first-line medications (i.e., tenofovir and emtricitabine) are not provided, nor are second-line medications and more expensive laboratory tests, such as measurement of plasma HIV RNA levels. The immediate priorities are to start patients on first-line regimens, to achieve high rates of compliance through supervised therapy and intensive counseling, to build infrastructure, and to ensure that people are not "dying for lack of access to drugs that are available and affordable," according to Sujatha Rao, the director general of India's National AIDS Control Organization.
It seems inevitable that the national program will have to cover additional first-line treatments, second-line treatments, and measurement of plasma HIV RNA levels and that its protocols will eventually reflect the updated recommendations of the World Health Organization.5 Yet the costs of such tests and second-line medications — which, at about $2,000 a year, are about 10 times those of some first-line regimens — remain formidable. According to Rao, a policy of covering additional drugs is "a big responsibility. Once the government says it will provide you with these drugs, it is a commitment forever."
The largest AIDS care center in India is the Government Hospital of Thoracic Medicine, Tambaram Sanatorium, Chennai. Established in 1928 as a 12-bed private tuberculosis sanatorium, it now has extensive outpatient and laboratory facilities as well as 32 inpatient wards, with a total of 776 beds; 8 of the wards are devoted to patients with HIV. Between April 2004 and February 2007, more than 5000 patients began antiretroviral therapy at the hospital. "Every other government and private hospital would just throw the patient out as soon as they found they were HIV-positive," says Soumya Swaminathan, deputy director of the Tuberculosis Research Center in Chennai. "At Tambaram, anyone could walk in at any time. They would be taken care of."
In India, as in much of the world, stigma and discrimination present major barriers to controlling AIDS. In 2005, the HIV–AIDS unit of the Mumbai-based Lawyers Collective, which provides free legal aid, drafted comprehensive antidiscrimination legislation. India's parliament has yet to consider the bill. There are other antidiscrimination efforts, such as a campaign to persuade the courts to overturn, or the parliament to rewrite, Section 377 of the Indian Penal Code, which makes homosexuality illegal and punishable by imprisonment.1 Within the next several months, a more accurate estimate of the number of HIV-infected people in India should be released. Although the estimate is eagerly awaited, its effect, if any, on India's resolve is a matter of conjecture. Regardless of the number, the new phase of the AIDS control program is just beginning, and the challenges remain immense.

plz can u tell some links 4 philosophical passages...also can u post some??

[writetotanveer]

Originally Posted by anurag_etce21

plz can u tell some links 4 philosophical passages...also can u post some??

Here you go..

Advanced Philosophy

Philosophy

Also refer post#2 above.

Regards
Tanveer

p.s when you are 'quoting' a post please edit out the matter. Saves memory space

[writetotanveer]

What Should I Do With My Life?


It's time to define the new era. Our faith has been shaken. We've lost confidence in our leaders and in our institutions. Our beliefs have been tested. We've discredited the notion that the Internet would change everything (and the stock market would buy us an exit strategy from the grind). Our expectations have been dashed. We've abandoned the idea that work should be a 24-hour-a-day rush and that careers should be a wild adventure. Yet we're still holding on.
We're seduced by the idea that picking up the pieces and simply tweaking the formula will get the party started again. In spite of our best thinking and most searing experience, our ideas about growth and success are mired in a boom-bust mentality. Just as LBOs gave way to IPOs, the market is primed for the next engine of wealth creation. Just as we traded in the pinstripes and monster bonuses of the Wall Street era for T-shirts and a piece of the action during the startup revolution, we're waiting to latch on to the new trappings of success. (I understand the inclination. I've surfed from one boom to the next for most of my working life -- from my early days as a bond trader to my most recent career as a writer tracking the migration of my generation from Wall Street to Silicon Valley.)
There's a way out. Instead of focusing on what's next , let's get back to what's first . The previous era of business was defined by the question, Where's the opportunity? I'm convinced that business success in the future starts with the question, What should I do with my life? Yes, that's right. The most obvious and universal question on our plates as human beings is the most urgent and pragmatic approach to sustainable success in our organizations. People don't succeed by migrating to a "hot" industry (one word: dotcom) or by adopting a particular career-guiding mantra (remember "horizontal careers"?). They thrive by focusing on the question of who they really are -- and connecting that to work that they truly love (and, in so doing, unleashing a productive and creative power that they never imagined). Companies don't grow because they represent a particular sector or adopt the latest management approach. They win because they engage the hearts and minds of individuals who are dedicated to answering that life question.
This is not a new idea. But it may be the most powerfully pressing one ever to be disrespected by the corporate world. There are far too many smart, educated, talented people operating at quarter speed, unsure of their place in the world, contributing far too little to the productive engine of modern civilization. There are far too many people who look like they have their act together but have yet to make an impact. You know who you are. It comes down to a simple gut check: You either love what you do or you don't. Period.
Those who are lit by that passion are the object of envy among their peers and the subject of intense curiosity. They are the source of good ideas. They make the extra effort. They demonstrate the commitment. They are the ones who, day by day, will rescue this drifting ship. And they will be rewarded. With money, sure, and responsibility, undoubtedly. But with something even better too: the kind of satisfaction that comes with knowing your place in the world. We are sitting on a huge potential boom in productivity -- if we could just get the square pegs out of the round holes.
Of course, addressing the question, What should I do with my life? isn't just a productivity issue: It's a moral imperative. It's how we hold ourselves accountable to the opportunity we're given. Most of us are blessed with the ultimate privilege: We get to be true to our individual nature. Our economy is so vast that we don't have to grind it out forever at jobs we hate. For the most part, we get to choose. That choice isn't about a career search so much as an identity quest. Asking The Question aspires to end the conflict between who you are and what you do. There is nothing more brave than filtering out the chatter that tells you to be someone you're not. There is nothing more genuine than breaking away from the chorus to learn the sound of your own voice. Asking The Question is nothing short of an act of courage: It requires a level of commitment and clarity that is almost foreign to our working lives.
During the past two years, I have listened to the life stories of more than 900 people who have dared to be honest with themselves. Of those, I chose 70 to spend considerable time with in order to learn how they did it. Complete strangers opened their lives and their homes to me. I slept on their couches. We went running together. They cried in my arms. We traded secrets. I met their families. I went to one's wedding. I witnessed many critical turning points.
These are ordinary people. People of all ages, classes, and professions -- from a catfish farmer in Mississippi to a toxic-waste inspector in the oil fields of Texas, from a police officer in East Los Angeles to a long-haul trucker in Pennsylvania, from a financier in Hong Kong to a minister at a church on the Oregon coast. These people don't have any resources or character traits that give them an edge in pursuing their dream. Some have succeeded; many have not. Only two have what accountants call "financial independence." Only two are so smart that they would succeed at anything they chose (though having more choices makes answering The Question that much harder). Only one, to me, is saintly. They're just people who faced up to it, armed with only their weaknesses, equipped with only their fears.
What I learned from them was far more powerful than what I had expected or assumed. The first assumption to get busted was the notion that certain jobs are inherently cool and that others are uncool. That was a big shift for me. Throughout the 1990s, my basic philosophy was this: Work=Boring, but Work+Speed+Risk=Cool. Speed and risk transformed the experience into something so stimulating, so exciting, so intense, that we began to believe that those qualities defined "good work." Now, betrayed by the reality of economic uncertainty and global instability, we're casting about for what really matters when it comes to work.
On my journey, I met people in bureaucratic organizations and bland industries who were absolutely committed to their work. That commitment sustained them through slow stretches and setbacks. They never watched the clock, never dreaded Mondays, never worried about the years passing by. They didn't wonder where they belonged in life. They were phenomenally productive and confident in their value. In places unusual and unexpected, they had found their calling, and those callings were as idiosyncratic as each individual.
And this is where the second big insight came in: Your calling isn't something you inherently "know," some kind of destiny. Far from it. Almost all of the people I interviewed found their calling after great difficulty. They had made mistakes before getting it right. For instance, the catfish farmer used to be an investment banker, the truck driver had been an entertainment lawyer, a chef had been an academic, and the police officer was a Harvard MBA. Everyone discovered latent talents that weren't in their skill sets at age 25.
Most of us don't get epiphanies. We only get a whisper -- a faint urge. That's it. That's the call. It's up to you to do the work of discovery, to connect it to an answer. Of course, there's never a single right answer. At some point, it feels right enough that you choose, and the energy formerly spent casting about is now devoted to making your choice fruitful.
This lesson in late, hard-fought discovery is good news. What it means is that today's confused can be tomorrow's dedicated. The current difficult climate serves as a form of reckoning. The tougher the times, the more clarity you gain about the difference between what really matters and what you only pretend to care about. The funny thing is that most people have good instincts about where they belong but make poor choices and waste productive years on the wrong work. Why we do this cuts to the heart of the question, What should I do with my life? These wrong turns hinge on a small number of basic assumptions that have ruled our working lives, career choices, and ambitions for the better part of two decades. I found hardly any consistencies in how the people I interviewed discovered what they love to do -- the human soul resists taxonomy -- except when it came to four misconceptions (about money, smarts, place, and attitude) that have calcified into hobbling fears. These are stumbling blocks that we need to uproot before we can find our way to where we really belong.
MONEY Doesn't Fund Dreams
Shouldn't I make money first -- to fund my dream? The notion that there's an order to your working life is an almost classic assumption: Pay your dues, and then tend to your dream. I expected to find numerous examples of the truth of this path. But I didn't find any.
Sure, I found tons of rich guys who were now giving a lot away to charity or who had bought an island. I found plenty of people who had found something meaningful and original to do after making their money. But that's not what I'm talking about. I'm talking about the garden-variety fantasy: Put your calling in a lockbox, go out and make a ton of money, and then come back to the lockbox to pick up your calling where you left it.
It turns out that having the financial independence to walk away rarely triggers people to do just that. The reality is, making money is such hard work that it changes you. It takes twice as long as anyone plans for. It requires more sacrifices than anyone expects. You become so emotionally invested in that world -- and psychologically adapted to it -- that you don't really want to ditch it.
I met many people who had left the money behind. But having "enough" didn't trigger the change. It had to get personal: Something had to happen such as divorce, the death of a parent, or the recognition that the long hours were hurting one's children. (One man, Don Linn, left investment banking after he came home from a business trip and his two-year-old son didn't recognize him.)
The ruling assumption is that money is the shortest route to freedom. Absurdly, that strategy is cast as the "practical approach." But in truth, the opposite is true. The shortest route to the good life involves building the confidence that you can live happily within your means (whatever the means provided by the choices that are truly acceptable to you turn out to be). It's scary to imagine living on less. But embracing your dreams is surprisingly liberating. Instilled with a sense of purpose, your spending habits naturally reorganize, because you discover that you need less.
This is an extremely threatening conclusion. It suggests that the vast majority of us aren't just putting our dreams on ice -- we're killing them. Joe Olchefske almost lost his forever. Joe started out in life with an interest in government. In the early 1980s, he made what seemed like a minor compromise: When he graduated from Harvard's Kennedy School of Government, he went into public finance. He wouldn't work in government, he'd work with government.
Joe went on to run Piper Jaffray in Seattle. By the mid-1990s, he realized that one little compromise had defined his life. "I didn't want to be a high-priced midwife," he said. "I wanted to be a mother. It was never my deal. It was my clients' deal. They were taking the risk. They were building hospitals and bridges and freeways, not me. I envied them for that."

[writetotanveer]

MINI TEST

Questions 1-3 are based on the following passage:

In nearly all human populations a majority of individuals can taste the artificially synthesized chemical phenylthiocarbonide (PTC). However, the percentage varies dramatically--from as low as 60% in India to as high as 95% in Africa. That this polymorphism is observed in non-human primates as well indicates a long evolutionary history which, although obviously not acting on PTC, might reflect evolutionary selection for taste discrimination of other, more significant bitter substances, such as certain toxic plants.
A somewhat more puzzling human polymorphism is the genetic variability in earwax, or cerumen, which is observed in two varieties. Among European populations 90% of individuals have a sticky yellow variety rather than a dry, gray one, whereas in northern China these numbers are approximately the reverse. Perhaps like PTC variability, cerumen variability is an incidental expression of something more adaptively significant. Indeed, the observed relationship between cerumen and odorous bodily secretions, to which non-human primates and, to a lesser extent humans, pay attention suggests that during the course of human evolution genes affecting body secretions, including cerumen, came under selective influence.
Question 1


It can be inferred from the passage that human populations vary considerably in their
(A) sensitivity to certain bodily odors
(B) capacity for hearing
(C) ability to assimilate artificial chemicals
(D) vulnerability to certain toxins found in plants
(E) ability to discern bitterness in taste

Question 2

Which of the following provides the most reasonable explanation for the assertion in the first paragraph that evolutionary history "obviously" did not act on PTC?
(A) PTC is not a naturally occurring chemical but rather has been produced only recently by scientists.
(B) Most humans lack sufficient taste sensitivity to discriminate between PTC and bitter chemicals occurring naturally.
(C) Variability among humans respecting PTC discrimination, like variability respecting earwax, cannot be explained in terms of evolutionary adaptivity.
(D) The sense of taste in humans is not as discriminating as that in non-human primates.
(E) Unlike non-human primates, humans can discriminate intellectually between toxic and non-toxic bitter substances.

Question 3

Which of the following best expresses the main idea of the passage?
(A) Artificially synthesized chemicals might eventually serve to alter the course of evolution by desensitizing humans to certain tastes and odors.
(B) Some human polymorphisms might be explained as vestigial evidence of evolutionary adaptations that still serve vital purposes in other primates.
(C) Sensitivity to taste and to odors have been subject to far greater natural selectivity during the evolution of primates than previously thought.
(D) Polymorphism among human populations varies considerably from region to region throughout the world.
(E) The human senses of taste and smell have evolved considerably over the course of evolutionary history.


--------------------------------------------------------------------------------
Questions 4-6 are based on the following passage:

The poetic expressiveness and creativity of Japanese women poets of the Manyoshu era is generally regarded as a manifestation of the freedom and relatively high political and economic status women of that era enjoyed. During the Heian period (A.D. 794-1185) which followed, Japanese women became increasingly relegated to domestic roles under the influence of Buddhism and Confucianism, which excluded women from the political and economic arenas. Yet, since poetry of the period came to be defined solely as short lyrical poetry, known as waka, and became the prevailing means of expressing love, women continued to excel in and play a central role in the development of classical Japanese poetry. Moreover, while official Japanese documents were written in Chinese, the phoenetic alphabet kana was used for poetry. Also referred to as onna moji ("women's letters"), kana was not deemed sufficiently sophisticated for use by Japanese men, who continued to write Chinese poetry, increasingly for expressing religious ideas and as an intellectual pastime. Chinese poetry ultimately yielded, then, to waka as the mainstream of Japanese poetry.

Question 4

Based on the passage, mainstream Japanese poetry of the Heian period can best be described as
(A) philosophical in its concern
(B) more refined than the poetry of the Manyoshu era
(C) an outgowth of Buddhism and Confucianism
(D) sentimental in nature and lyrical in style
(E) written primarily for a female audience

Question 5

Which of the following statements about kana finds the LEAST support in the passage?
(A) It was based on the sound of the Japanese language.
(B) It was used primarily by Japanese women.
(C) It was used for Japanese poetry but not for Japanese prose.
(D) It was used in Japan after A.D. 793.
(E) It was considered inappropriate for austere subject matter.

Question 6

The author's primary purpose in the passage is to
(A) refute a commonly accepted explanation for the role of women in the development of Japanese poetry
(B) identify the reasons for the popularity of a distinct form of literary expression in Japan
(C) distinguish between the Japanese poetry of one historical period with that of another
(D) trace the influence of religion on the development of Japanese poetry
(E) provide an explanation for the role of women in the development of Japanese poetry
--------------------------------------------------------------------------------
Questions 7-10 are based on the following passage:

In the past century Irish painting has changed from a British-influenced lyrical tradition to an art that evokes the ruggedness and roots of an Irish Celtic past. At the turn of the twentieth century Irish painters, including notables Walter Frederick Osborne and Sir William Orpen, looked elsewhere for influence. Osborne's exposure to "plein air" painting deeply impacted his stylistic development; and Orpen allied himself with a group of English artists, while at the same time participated in the French avant-garde experiment, both as painter and teacher.
However, nationalist energies were beginning to coalesce, reviving interest in Irish culture--including Irish visual arts. Beatrice Elvery's Éire (1907), a landmark achievement, merged the devotional simplicity of fifteenth-century Italian painting with the iconography of Ireland's Celtic past, linking the history of Irish Catholicism with the still-nascent Irish republic. And, although also captivated by the French plein air school, Sir John Lavery invoked the mythology of his native land for a 1928 commission to paint the central figure for the bank note of the new Irish Free State. Lavery chose as this figure Éire, with her arm on a Celtic harp, the national symbol of independent Ireland.
In Irish painting from about 1910, memories of Edwardian romanticism coexisted with a new sense of realism, exemplified by the paintings of Paul Henry and Seán Keating, a student of Orpen's. Realism also crept into the work of Edwardians Lavery and Orpen, both of whom made paintings depicting World War I, Lavery with a distanced Victorian nobility, Orpen closer to the front, revealing a more sinister and realistic vision. Meanwhile, counterpoint to the Edwardians and realists came Jack B. Yeats, whose travels throughout the rugged and more authentically Irish West led him to depict subjects ranging from street scenes in Dublin to boxing matches and funerals. Fusing close observations of Irish life and icons with an Irish identity in a new way, Yeats changed the face of Irish painting and became the most important Irish artist of his century.

Question 7

With respect to which of the following painters does the passage provide LEAST support for the assertion that the painter was influenced by the contemporary art of France?
(A) Walter Frederick Osborne
(B) Sir William Orpen
(C) Beatrice Elvery
(D) Seán Keating
(E) Sir John Lavery

Question 8

Which of the following best explains the author's use of the word "counterpoint" in referring to Yeats?
(A) Yeats' paintings differed significantly in subject matter from those of his contemporaries in Ireland.
(B) Yeats reacted to the realism of his contemporary artists by invoking nineteenth-century naturalism in his own painting style.
(C) Yeats avoided religious and mythological themes in favor of mundane portrayals of Irish life.
(D) Yeats' paintings suggested that his political views departed radically from those of the Edwardians and the realists.
(E) Yeats built upon the realism painting tradition, elevating it to unprecedented artistic heights.

Question 9

The author points out the coexistence of romanticism and realism most probably in order to show that
(A) Irish painters of the early twentieth century often combined elements of realism with those of romanticism into a single painting
(B) Irish painters of the early twentieth century tended to romanticize the harsh reality of war
(C) for a time painters from each school influenced painters from the other school
(D) Yeats was influenced by both the romantic and realist schools of Irish painting
(E) the transition in Irish painting from one predominant style to the other was not an abrupt one

Question 10

Which of the following is the most likely title of a longer article in which the passage might have appeared?
(A) "20th Century Irish Masterpieces: A Coalescence of Painting Styles"
(B) "Who Deserves Credit for the Preeminence of Yeats among Irish Painters?"
(C) "Realism vs. Romanticism: Ireland's Struggle for National Identity"
(D) "Irish Paintings: Reflections of an Emerging Independent State"
(E) "The Role of Celtic Mythology in Irish Painting"

[writetotanveer]

For India's Auto Industry, the Race Is On: Size Matters, and Price Does, Too
India's auto industry is about to get an infusion of Rs. 35,000 crore ($8 billion) in the next three to four years as the country invests in building up its manufacturing capacity. India today makes 1.1 million cars a year, and plans are afoot to produce approximately two million more cars a year, with half a million of them earmarked for export. As a result, by 2010, India's capacity could triple to 3.1 million cars a year, which is about the same as China's market size today. India's low-cost manufacturing advantage -- combined with a robust and growing vendor base for components -- makes a compelling case for it to be a global hub, at least for small cars. To better understand India's auto boom, India Knowledge@Wharton spoke with Wharton faculty and senior executives at Indian automobile companies and consulting firms.
http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4178

Strategic Management
(Podcast)
Adlabs Chairman Manmohan Shetty: 'We Will Be Part of the Growth of the Indian Entertainment Industry'
Mumbai-based Adlabs has come a long way since it started out as a film processing laboratory 25 years ago. Although the company continues to dominate that market, it has expanded into several areas in India's fast-growing media and entertainment industry, including film financing and exhibition. Much of Adlabs' recent growth has come after Reliance Capital bought a 51% stake in the company in 2005. As the media and entertainment industry goes global, how will this shape Adlabs' strategy in the future? Manmohan Shetty, Adlabs' chairman, discussed this issue with India Knowledge@Wharton at the Wharton India Economic Forum in Philadelphia.
http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4177

Strategic Management
Developing Story: Global Publishing Houses See New Potential in Indian Media
Global media houses have been systematically targeting India over the past two years, encouraged primarily by burgeoning readership levels and relaxed government policies on foreign investment in the industry. At the same time, deep-pocketed advertisers are zeroing in on a young, brand-aware population's rising income and literacy levels. In addition, foreign private equity investors and publishers have set up alliances with domestic players; new mainstream newspapers and niche magazines have been launched, and regional-language publishers have increased their reach. India Knowledge@Wharton spoke to publishers and market analysts about this media boom.
http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4174

Leadership and Change
i-flex solutions' Rajesh Hukku: 'No One Dreamed That $400,000 Would Become Almost $600 Million in 13 Years'
In 1992, Rajesh Hukku, then head of Citicorp Overseas Software, spun off Citicorp Information Technology Industries Ltd. (CITIL), now called i-flex solutions, from the giant financial institution. Citi had decided that software wasn't its business, but invested $400,000 in the venture. In 2005, Oracle bought out Citicorp's 42% interest for $592 million, a humongous return on Citi's investment in just 13 years. In the first of a two-part interview with India Knowledge@Wharton, Hukku spoke about i-flex's start and strategy with Ravi Aron, a senior fellow at Wharton's Mack Center for Technological Innovation.
http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4176

Human Resources
Is Your Goal to Get to the Top? Try Playing Total Football
When Johan Cruyff led the Dutch team to the runner-up position in the 1974 FIFA World Cup, he was often found in unexpected places. Officially he played center forward, but in the middle of a game he would suddenly switch roles. He would move to the defense while somebody else took his position. It was a system called Total Football, which required the whole team to have multiple skills. To adapt this concept to management, you need executives who are equally good at playing different roles. Some organizations -- such as Mumbai-based Marico -- swear by it, but experts note that this model may not suit every company.
http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4175

Human Resources
Perk Place: The Benefits Offered by Google and Others May Be Grand, but They're All Business
Free gourmet food, 24-hour gym, yoga classes, in-house doctor, on-site haircuts, dry cleaner, nutritionist, swimming pool ... .These are just some of the perks Google -- and many other organizations -- offer employees. Companies have their reasons, of course: They want to attract and retain the best knowledge-workers they can, help them work long hours by feeding them gourmet meals on-site and handling time-consuming personal chores, and show them that they are valued members of the team. But, as Wharton faculty point out, there may be a potential downside to all this largesse.
http://knowledge.wharton.upenn.edu/article/1690.cfm

Finance and Investment
Building a Modern Economy: How the 'Dubai CEO's' Big Bet Is Paying Off, for Now
The announcement that Halliburton, the Houston, Tex.-based oil services company, was moving its headquarters to Dubai may have surprised many Americans. But for people in Dubai, it simply ratified decades of hard work. Led by the billionaire known today as "Dubai's CEO," Sheikh Mohammed bin Rashid Al Maktoum, Dubai's ruling family has invested heavily in the infrastructure of a modern economy. So far their efforts have been impressive, although observers warn of a possible real estate bubble, among other concerns.
http://knowledge.wharton.upenn.edu/article/1685.cfm

Human Resources
More Confident, Less Careful: Why Office Romances Are Hard to Manage
If everything you knew about office life came from NBC's serial mockumentary "The Office," you would be forgiven for thinking romance is the main spice of workplace life. Yet the hit show confirms with satire what recent studies have demonstrated with numbers: Romances shape office life, and human resource departments don't have much to say about it. But given the potential fallout from workplace relationships, companies retreat on this issue at their own risk, suggest a number of experts. As one HR professional puts it: "There is a feeling of resignation among HR people. Mostly they close their eyes and hope for the best."
http://knowledge.wharton.upenn.edu/article/1686.cfm

Universia Knowledge@Wharton
Is Texas the New El Dorado of Spanish Companies?
Little by little, Spanish companies have been moving into Texas, and they are beginning to enjoy the benefits. In the infrastructure sector, Ferrovial, through its highway subsidiary Cintra, has become a strategic partner with the government in developing the Trans Texas Corridor (TTC-35). OHL, the construction and service company, has acquired two construction firms. BBVA bank has just acquired Compass [Bancshares], headquartered in Alabama but with a large presence in Texas. However, this is only the beginning. Construction firms, engineering companies, road construction companies and banks, among others, have Texas in their sights. Their goal is not oil wells but infrastructure, and the growing power of America's Hispanics.
http://www.wharton.universia.net/index.cfm?fa=viewfeature&id=1316&language=english

China Knowledge@Wharton
What's on the Venture Capital Menu in China? 'Dragon Rolls,' 'Peking Ducks,' Franchises and More
As China's middle class grows and urban migration increases at an unprecedented rate, venture capital funds are seeing a vast potential in its consumer base. But China is a risky investment on many levels, especially in the areas of law and regulation, and particularly intellectual property protection. At a recent Wharton Thought Leadership Series event held in San Francisco, Wharton professors Kent Smetters and Andrew Metrick spoke with Ted Schlein, a partner at Kleiner, Perkins, Caufield & Byers, about the ins and outs of investing in China, the VC models that are common there, and why innovation isn't a top priority in the Chinese market.
http://knowledgeatwharton.com.cn/index.cfm?fa=viewfeature&articleid=1585&languageid =1