Monday, September 18, 2017

Navy Veterans – Fellowship and Camaraderie

This Sunday (24 September 2017) – we have a Navy Foundation Pune Charter (NFPC) Meet at Lonavala.

This prompts me to update an article I had written a few years ago – and – post it on my blog – for you to read...

RETIREMENT BLUES 
Re-Building “Bridges” with the Navy
By
VIKRAM KARVE

Before retirement – when I was in the Navy – there was no dearth of friends. 

After retirement – I have zero friends.

I am talking of offline friends.

Yes – I do have a large number of online friends – and – even my erstwhile Navy Friends have now become online friends. 

In Pune – all my Navy Friends – after retirement – live in remote Military Veteran ghettos” (so-called “exlusive” residential projects for retired defence personnel) – and – these elite ghettos” are located in the suburbs of Pune  on the opposite side of town from where I live – and – in view of the terrible Pune traffic – I don’t have the energy to drive 30 kms across town and back – except on special occasions.

And – one such special occasion is the Navy Foundation Pune Charter (NFPC) Meet  which is held once in 3 months.

I make sure I attend all NFPC Meets – of course – to meet my Navy buddies – and also – to enjoy the delicious lunch. 

Now – I look forward to the meet on Sunday at Lonavala.

Meanwhile – here is a piece I wrote on the Navy Foundation a few years ago.

NAVY FOUNDATION PUNE 
The “Alumni Association” for Navy Veterans in Pune
By
VIKRAM KARVE

If you are a Naval Officer  after retirement  it is best to settle down in Mumbai  which is the premier Navy Station  or  in a coastal city like Visakhapatnam (Vizag), Kochi, Chennai, Kolkata, Goa etc where there is a Naval presence  or  even in Delhi/NCR – where the mighty “Northern Naval Command” is located.

This is because if you settle down in a landlocked place like Pune after you retire from the Navy  you tend to “burn your bridges” with your erstwhile service.

The only redeeming grace is the Indian Navy Foundation – a purely social organization set up to facilitate fraternal relations between retired naval officers.

Luckily  the Navy Foundation has a “chapter” (aka “charter”) at Pune 

Membership is voluntary – and I am glad I became a member, because the quarterly Navy Foundation Pune Chapter (NFPC) meetings are the best occasions for meeting and renewing bonds with my former navy buddies.

Whenever I go for these NFPC get-togethers  I feel something like a “Yossarian” of Catch-22 (Yossarian – who is one of the most frequent visitors to the Officers’ Club that he had not help build).

I am sure you have read the Hilarious War Novel Catch-22 

Let me “jog” your memory about this hilarious yet insightful episode about Yossarian and the Officers Club in Pianosa.

In something akin to “Shramdan”  officers are encouraged to build their own clubs. 

(If you have served in the Military – you would be familiar with “Shramdan”)

However  Yossarian is proud of his ability to avoid work – he contributes nothing to help build the club – he does not go for even a single day to work on building the officers club.

But – once the officers’ club is ready  Yossarian visits the club almost every day – and makes maximum use of the facilities  which he had not helped build.

Let me quote a paragraph from Catch-22 which encapsulates this sentiment (emphasis/paraphrasing mine):

“Actually there were many officers’ clubs that Yossarian had not helped build  but he was proudest of the one on Pianosa. 

It was a sturdy and complex monument to his powers of determination. 

Yossarian never went there to help until it was finished  then – he went there often  so pleased was he with the large, fine, rambling shingled building. 

It was a truly splendid building  and  Yossarian throbbed with a mighty sense of accomplishment each time he gazed at it – and reflected – that none of the work that had gone into it was his...”

For me – like Yossarian  it is a similar equation with the NFPC – effort-wise  I contribute nothing  but I participate in all get-togethers most enthusiastically.

We had two excellent NFPC get-togethers in Lonavala – wonderful days – like picnics – a nostalgic walk down memory lane for many navy veterans who reminisced about their halcyon training days at this picturesque location. 

We also had a memorable meet at Peacock Bay on the shores of Khadakvasla Lake near the National Defence Academy (NDA) – hosted by Commandant NDA. 

On 29 Jan 2017 – we had another meet at the same picturesque venue and the hospitality, entertainment and food surpassed the previous meet. 

At all these meets – the distinctive Naval efficiency, superlative hospitality and caring courtesy shown to us during the visit demonstrated how much young naval officers and sailors genuinely care for its veterans.

When I was in service  I remember us hosting a get-together of Navy Foundation at IAT Pune at the Naval Jetty (Sailing Club) on the banls of Khadakwasla Lake  sometime in the 1990’s.

In Pune – the favourite venue for NFPC Meets is Atlantis

Sadly – there is no Navy Wardroom (Officers Mess) or Navy Institute/Club in Pune.

And  in the past  officer-bearers of NFPC have had harrowing experiences running from pillar to post trying to negotiate the red tape while dealing with the Army to get other Military Venues for NFPC Meets.

So  thanks to “jointmanship” demonstrated by the “pongos”  the officebearers found it more convenient to organise Navy Foundation Meetings in Pune at ATLANTIS  which is conveniently located  and much more flexible to deal with  with zero red tape  and better off in all respects  especially food-wise and ambience-wise. 

Of course – some officers of the old-mould” insisted that the meets be held in a Service Mess – so – a meet was held in the Army Sub Area Officers Mess – but – the ambience and food was not as good as Atlantis.

The best thing about these Navy Veteran Meets is the egalitarian atmosphere  with a total absence of the rank consciousness one sees while in service  since  after retirement  all veterans are civilians  equal in status  and now  instead of rank  it is age that is respected.

As I said earlier  after retirement  our only connection with the Navy is the Navy Foundation  and Navy Veterans look forward to NFPC meetings where you can bond, interact and network with your erstwhile navy buddies while regaling each other with delightful anecdotes of the “good old days”.

If you are a Navy Veteran Officer in Pune – I look forward to meeting you at the next Navy Foundation Pune Charter Meet on 24 September 2017 at Lonavala, District Pune.

If you are an Indian Navy Veteran Officer  in or around Pune – please be there.

NAVY FOUNDATION 

How the Indian Navy Foundation for Veteran Navy Officers was Born

Maybe – for the benefit of Navy Veterans who do not know about the genesis of Navy Foundation – it would be a good idea to share an interesting article by a distinguished erstwhile Navy Chief Admiral JG Nadkarni on the Navy Foundation for Veteran Indian Navy Officers.

I came across this article on the website of the Navy Foundation Mumbai Charter. 

I am posting it below for your convenience to read.

Birth of The Foundation by Adm JG Nadkarni
The idea was Ram Tahilianis. He had just returned from an official trip to the United States. Whilst there, he had been greatly impressed by the Veterans’ organisation in that country. I was his Vice Chief. After returning he asked me if a similar organisation could be started for the Indian Navy in India. I was told to look into it and come up with a proposal.
We examined it from all angles. To be effective it would have to be a Naval Headquarters baby. It would have to be fully supported by the Navy in all aspects. At the same time each Unit would have to be totally autonomous. Naval Ex-servicemen are notoriously touchy. Having been subjected to orders all their lives they are averse to be dictated again now that they have retired. Moreover some of the officers were very senior and had to be handled and treated with respect. Anyway, we decided to go ahead and institute an organisation for all Ex-servicemen under the patronage of Naval Headquarters.
We considered many options for a suitable name. It had to be unique and easily acceptable. Such names like Navy LeagueNavy Association were considered and rejected for one reason or another. Finally, we hit upon the idea of Navy Foundation, which was unanimously accepted.
Various models lay before us. The Indian Air Force has an Air Force Association which is open to all Air Force personnel. Somehow we felt that this would not be suitable for us. The class system is still prevalent in India and we had seen what happened in some of the Air Force-Navy housing schemes. We decided that the Navy Foundation should be only for the retired officers of the Indian Navy.
It is one thing to start a body and quite another to make it work. There were already in existence various well established organisations started by retired naval officers. There was the "Navy League" in New Delhi, another body called the "Anchor Hold" in Bombay. In Pune there was the "Retired Naval Officers' Association". These were thriving organisations, who met regularly, had activities, bank accounts, Presidents and Chairmen who were reluctant to give up their positions, dissolve the bodies and join the Navy Foundation.
During the next two months I visited various places, held meetings with their members and tried to convince them that joining the Navy Foundation would be beneficial. Most bodies were reluctant at first. Their biggest worry was that Naval Headquarters would start dictating terms and they would end up being one more directorate of NHQ. I convinced them that each body would be totally autonomous and except for one annual meeting there would not be any interference by the Navy in their day to day functioning. Moreover, NHQ would act as the go between with the Government for various problems faced by Ex-servicemen.
One by one the organisations started seeing reason and decided to merge themselves with the Navy Foundation. Some refused and exist even today as parallel organisations. In Pune Admiral Soman headed the Retired Naval Officers' Association. He readily agreed and was very enthusiastic. In Bombay the association was headed by Commodore Chatterji. He was reluctant at first and took a lot of persuasion but agreed eventually. I am really happy that the original assurance given by us has been meticulously observed by the Navy. There has been no interference, dictating or coercion on these groups.
The next phase was to start "Charters" in various areas where retired naval officers had settled in large numbers. Such Charters were started in New Delhi, Mumbai, Chennai, Bangalore, Pune, Kochi and Calcutta. Later more Charters were added.
I realized that to really get the Charters going, some assistance from Naval Headquarters would be necessary. Commands were persuaded to make a room available as offices for each Charter. In November 1987, I took over as CNS. I decided that the funds raised in the Navy Ball of 1987 would be distributed to various Charters as seed money for initial financial assistance. We raised nearly Rs. 7 lakhs in that Navy Ball and this money was distributed. Rs 1.5 lakh each to big Charters and Rs. 1 lakh to small Charters.
In 1987, when I was the VCNS we started a magazine called "Quarterdeck" for Ex-servicemen. We roped in then Commander Uday Bhaskar, the Navy PRO and the late Tappi Koppikar to be the first joint editors. Its first issue was a roaring success. It won a prize for the best magazine in its category. On the establishment of the Navy Foundation it became official magazine. Successive editors have improved and embellished it. It is distributed far and wide and veterans look forward to each issue.
During my travels around the country and meetings with naval veterans, I had realized that all servicemen have problems about their welfare, pay, pensions etc. Many of these had landed on my desk when I was COP and a full time body was required to deal with these. When I decided to establish a full time directorate to deal with ex-servicemen's problems and feed them with current happenings in the Navy. Each year we held a get-together of ex-CNSs and other officers and gave them briefings on operations, personnel and other aspects of the Navy. Today the Directorate of Ex-servicemen's Affairs is doing excellent work and acts as a conduit between the veterans and NHQ.
The first annual meeting was held in NHQ under my chairmanship and a constitution was approved. We were able to clear many apprehensions and doubts about the Foundation.
Today, the Navy Foundation is a going body and Charters are well established.
Today, the Navy Foundation is a successful and dynamic organisation. Various Charters are doing excellent work in keeping alive the bonds and camaraderie established during our time in the Navy. There is a total absence of rank consciousness or hierarchy. They have regular get-togethers, illuminating lectures and picnics. Many establish bodies to help widows. The Mumbai Charter has even got a marriage bureau for children of Ex-servicemen!
Ram Tahiliani would be happy that his dream of 1987 has now become a reality...!!! 

-----------------------------------------------------------
Bye for now.

If you are an Indian Navy Veteran Officer  in or around Pune – I look forward to meeting you at the next Navy Foundation Pune Charter Lunch Meet on Sunday 24 September 2017 at Lonavala. 

VIKRAM KARVE
Copyright © Vikram Karve 
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2. Please DO NOT PLAGIARIZE. Please DO NOT Cut/Copy/Paste this post
© vikram karve., all rights reserved. 
Disclaimer:
All Stories in this Blog are a work of fiction. Events, Places, Settings and Incidents narrated in the stories are a figment of my imagination. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

Copyright Notice:
No part of this Blog may be reproduced or utilized in any form or by any means, electronic or mechanical including photocopying or by any information storage and retrieval system, without permission in writing from the Blog Author Vikram Karve who holds the copyright.

Copyright © Vikram Karve (all rights reserved)

Sunday, September 17, 2017

Military Metaphors in Civilian Management Jargon

MILITARY METAPHORS IN BUSINESS MANAGEMENT JARGON
Musings of a Navy Veteran
By
VIKRAM KARVE

The Art and Science of Management owes its genesis and evolution to the Military.  

Modern Management theories, concepts, techniques and practices emerged in the 1950s from the experiences and lessons learnt during World War 2. 

This was particularly so in The United States of America by organizations like the RAND Corporation.

For example  the concept of systems analysis  which involves looking at a particular problem not in isolation but rather in the context of the whole system of which it is a part and then explicitly examining the consequences of alternative courses of action  was developed at RAND in the 1950s to address military challenges.

The revolutionary technological concepts of information technology like internet and software and hardware technologies on which today’s corporate world depend so extensively also emanated from the military. 

In fact – RAND was the birthplace of the Internets basic distributed network technology.

Isn’t it therefore ironic that the reverse is happening today...?

Yes – it was the military that gave modern management principles to the civilian corporate world.

And  today we see a paradoxical situation of Military Officers running to Civilian Business Schools and Management Institutes to “learn” management and acquire the coveted MBA degree which is the sine qua non and all important passport for entry into the corporate world.

It is also amusing to see so-called management experts from the corporate world  safely ensconced in the comfort of their air-conditioned offices  who are far removed from the experience of war and who have never seen a shot fired in anger  boast of using military strategy in boardrooms  and advocating the use of military tactics in sales and marketing.

These Management Gurus freely bandy about terms like “foot soldiers”, “generals”, “field experience” – and liberally quote from Sun Tzu’s The Art of War and other military classics. 

It has become fashionable to call competitors as “enemies” and use terms like “battles” and “leading from the front” – little realizing that there is a vast difference between the rules of engagement pertaining to corporate “wars” and actual wars fought on real battlefields.

This metaphorical imagery may sound appealing to civilians – but – the stakes are vastly different.

If a Manager does not “win” – he risks losing his job – and he may cause a financial loss to his company.

If a Military Officer does not win – he risks losing his life (and those of his men) – and he can cause defeat in war to his country – which can have catastrophic consequences. 

Think about it.

VIKRAM KARVE
Copyright © Vikram Karve 
1. If you share this post, please give due credit to the author Vikram Karve
2. Please DO NOT PLAGIARIZE. Please DO NOT Cut/Copy/Paste this post
© vikram karve., all rights reserved. 

Repost of my post MILITARY METAPHORS IN MANAGEMENT JARGON posted online earlier at url: http://karvediat.blogspot.in/2016/03/military-metaphors-in-management-jargon.html and http://karvediat.blogspot.in/2017/02/military-metaphors-in-business.html etc

Friday, September 15, 2017

Mitigation Prevents Litigation – Musings on Military Grievance Management System

MITIGATION PREVENTS LITIGATION 

IS THE PRESENT MILITARY GRIEVANCE REDRESSAL SYSTEM EFFECTIVE...?
Musings of a Veteran
By
VIKRAM KARVE

Over the last few years  from time to time  there have been numerous media reports about military servicemen and ex-servicemen going to tribunals and courts to seek justice. 

Recently – I was shocked to see a news item with a headline: 

OVER 100 ARMY OFFICERS MOVE SUPRMEME COURT CLAIMING ‘DISCRIMINATION’ IN PROMOTION 

A few months ago – I was appalled to read a news item about the Navy: 

TRIBUNAL SLAMS NEPOTISM IN NAVY, IMPOSES Rs 5 LAKH AS FINE ON VICE-ADMIRAL 

What is happening in the Armed Forces...? 

Uniformed Military Servicemen (“Faujis”) are simple individuals and are not litigious by nature.

A Military Serviceman goes to court to seek justice only as a last resort after having tried and exhausted all means to get redressal within the service. 

If the internal grievance redressal system of the defence services is effective  most problems can be resolved in-house  and there is no need for servicemen to go to external agencies like bureaucracy, tribunals and courts to seek justice for redressal of their grievances.

Why are there frequent media reports of increasing numbers of aggrieved Defence Personnel, serving and retired, of the Army Navy and Air Force, going to courts to seek redressal of their grievances...?

The increasing tendency to litigation indicates that all is not well with the Internal Grievance Redressal Mechanism of the Armed Forces.

It appears that there are too many grievances in the army navy and air force and the services are probably not able to satisfactorily resolve many of these grievances by their internal mechanism.

The failure of the internal military grievance redressal system is an ominous sign.

The negative publicity in the media about increasing number of court cases by servicemen and ex-servicemen bring ignominy to the Defence Services and tarnish their good reputation.

Also  a large amount of resources, material and emotional, individual and organisational, tangible and intangible – all types of resources are expended in litigation.

I do not know about the other Defence Services  but during my early days in the Navy  the Naval Grievance Redressal System was very prompt and effective. 

It seems that over the years  the system has been allowed to become lax and lethargic.

In the past – grievance redressal system stood the test of time.

What has happened over the years – that today – the military grievance redressal system seems to have become ineffective  resulting in increasing litigation in Tribunals and Courts...? 

This reminded me of an article I had written many years ago on the “Seven Important Attributes of a Good Grievance Management System 


A good grievance redressal mechanism is a sine qua non of a well-designed and functional Human Resource (HR) Management System.

In order to be successful  a grievance redressal system must possess seven attributes:


SEVEN ATTRIBUTES OF AN EFFECTIVE GRIEVANCE REDRESSAL SYSTEM


1. SIMPLICITY

It must be a procedurally simple mechanism which is easy to use by every employee across the board.

It is best to have a simple form or an online drop down menu where an employee can effortlessly submit a grievance or complaint as he wishes to offline or online or even by SMS callback.

As one of my bosses used to say about grievance management:

“Don’t ask people to pour their hearts out and write long-winded sob-stories and essays – just give them a simple form to fill.”

Yes, a well-designed form can encapsulate the problem more objectively and avoid communications mismatches.


2. ACCESSIBILITY

All employees must have easy access to the grievance redressal mechanism – and – it should be quick and simple procedure to lodge a grievance.

In earlier days – before the IT Boom and prior to the advent of Internet – there used to be cards or forms which could be filled up and put in easily accessible drop boxes which were located all over the workplace, canteens and shop-floors.

Nowadays – in the digital age – it can be an online system which must be easily accessible 24/7 to all employees from their workplace and their homes as well. 

If employees have a grievance – they must know where and how to submit it – and the procedure must be fast and easy. 

With the increasing proliferation of the Social Media – it may be a good idea to make effective use of Social Media in Grievance Management.


3. EFFECTIVENESS

The grievance redressal mechanism must be effective.

The system must work (and it must be seen to work).

There must be proper monitoring, follow-up and feedback to the employees and all concerned about the status and processing of the complaint.

The grievance redressal procedure must ensure that it is made unambiguously and clearly evident to all employees that there is an honest and transparent effort to resolve all grievances in a fair and just manner.


4. EFFICIENCY and PROMPTNESS

The redressal of grievances and resolution of complaints must be done promptly and speedily in an efficient manner within stipulated time frames – so that employees develop faith in the system.

Remember – justice delayed is justice denied.


5. RESPONSIVENESS

The grievance redressal mechanism must be user-friendly and sensitive to the special needs of the employees.

It must be gender sensitized, culturally consonant and in harmony with the prevailing environment.

Most importantly – it must be modern and technologically savvy – and in sync with contemporary times.

Whatever the nature of the grievance or complaint – it must not be trivialized.

Grievances must be treated with utmost empathy and this fact must be evident to all the employees.

There must constant two-way communication between the senior management and the complainant. 

Sometimes a proactive approach is highly appreciated by employees as it nips grievances in the bud.

An impression must be made on employees that all grievances are taken seriously, treated sympathetically and handled with genuine earnestness with the objective of resolving them amicably, speedily and to the entire satisfaction of all concerned.


6. NON-VINDICTIVE

An employee must be able to submit a complaint or grievance for redressal without fear of retribution from higher management.

The employee must have no fear of reprisal from those who he is complaining against even if they are his seniors.

Checks and balances must be put in place in order to ensure that there is absolutely no victimization or harassment of the employee who is submitting a grievance or making a complaint and whistle-blowers must be protected.

The system must be absolutely non-punitive and there must not be the slightest perception or even a shred of doubt in the mind of the employees that they will be “punished” for making a complaint.


7. FAIR JUST and TRANSPARENT SYSTEM

The grievance redressal mechanism must function without fear or favour.

There must be total transparency in the procedure and justice must be done and justice must also seen to be done in a free and fair manner. 

A good Human Resource Management System is Just Fair and Transparent. 


SUMMARY 

To sum up – the 7 Key Attributes of a Good Grievance Management System are:

1. SIMPLICITY 

2. ACCESSIBILITY 

3. EFFECTIVENESS 

4. EFFICIENCY and PROMPTNESS 

5. RESPONSIVENESS

6. NON-VINDICTIVE 

7. FAIR JUST and TRANSPARENT SYSTEM  


Does the present Military Grievance Management System have these seven attributes...?

On paper – and in theory – the grievance redressal mechanisms may satisfy many of these attributes.

The problem may lie in actual implementation on the ground.

It may be worthwhile to see how many of these attributes the military grievance management system satisfies in actual practice.

With the advent and proliferation of Information Technology – the grievance redressal system can certainly be made more prompt by using modern electronic communication means to reduce the time limits for dealing with complaints. 

This will enable speedy online processing of complaints and early communication of decisions to the aggrieved individuals.

It is important to ensure timely redressal of grievances and one must remember the dictum – justice delayed is justice denied

By online grievance processing – the present time periods of many months can be reduced to a few days.

If redressal of grievances and resolution of complaints is done promptly and speedily in an efficient, fair and transparent manner  officers and soldiers/sailors/airmen will develop faith in the grievance redressal system.

In a regimented organisation like the military – it is very important for the grievance redressal system to be non-vindictive.

An officer or soldier must be able to submit a complaint without fear of retribution from senior officers.

He must have no fear of reprisal from those who he is complaining against even if they are his seniors.

Checks and balances must be put in place in order to ensure that there is absolutely no victimization or harassment of the individual who is submitting a grievance or making a complaint and whistle-blowers must be protected.

In theory and on paper – these exist – but they must be ensured in practice too.

The system must be absolutely non-punitive – and there must not be the slightest perception or even a shred of doubt in the mind of the persons submitting a grievance for redressal – that they will be “punished” for making a complaint.

The grievance redressal mechanism must function without fear or favour.

There must be total transparency in the procedure – and justice must be done – and – more importantly – justice must be seen to be done  in a free and fair manner. 

The hallmark of a good grievance redressal system is that it is absolutely FairJust and Transparent 

It is essential that the Grievance Management System is seen by all stakeholders to be absolutely Fair, Just and Transparent.

It is always best way to prevent grievances as far as possible by good HR Management Practices.

Let us now delve and analyse: 

In which areas do Defence Personnel have maximum grievances...?

If one goes by media reports – it seems that the maximum number of grievances pertain to promotion (for serving personnel) – and pay/pension (OROP/Disability Pension etc) for retired military veterans.

If the promotion system is made fair, just and transparent – most of these grievances will disappear.

Is there any need to have so much intrigue and secrecy by making performance appraisal so opaque and selection process so nebulous.

Of course – there may be a need for confidentiality of performance appraisal reports (Annual Confidential Reports aka ACRs) – till the selection board meets.

But once the selection is over – will it not be better to have total transparency – and declare the entire promotion board result publicly – by giving all ACR points, cut-offs etc of the entire batch.

This transparent approach will not only demonstrate fairness and instill confidence in the promotion system – but it will also make it difficult to indulge in favoritism.

Another area where there are grievances, especially among ex-servicemen, pertain to service conditions, pay and pension.

Many of these issues can be mitigated in-house too in order to reduce avoidable litigation. 

Yes – mitigation within the service can resolve many issues and reduce litigation in tribunals and courts.

CONCLUSION

The “powers-that-be need” to introspect whether the present system meets seven attributes of a good grievance management system listed below and whether there is any scope for improvement.

Is there a need to amend the antiquated Army Act (1950), Navy Act (1957) and Air Force Act (1950) to incorporate new grievance redressal mechanisms...?

If the internal grievance redressal management system is effective – most problems will be resolved in-house – and there will be no need for officers and soldiers/sailors/airmen to go to external agencies like bureaucracy, tribunals and courts to seek justice for redressal of their grievances.

The objective of the Defence Services must be to have grievance-free Army, Navy, Air Force and Military Veterans.

This will ensure happy servicemen and ex-servicemen with high morale.

Defence Services must follow the Grievance Redressal Motto:
MITIGATION PREVENTS LITIGATION

VIKRAM KARVE
Copyright © Vikram Karve 
1. If you share this post, please give due credit to the author Vikram Karve
2. Please DO NOT PLAGIARIZE. Please DO NOT Cut/Copy/Paste this post
© vikram karve., all rights reserved. 

Disclaimer:
All Stories in this Blog are a work of fiction. Events, Places, Settings and Incidents narrated in the stories are a figment of my imagination. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

Copyright Notice:
No part of this Blog may be reproduced or utilized in any form or by any means, electronic or mechanical including photocopying or by any information storage and retrieval system, without permission in writing from the Blog Author Vikram Karve who holds the copyright.

Copyright © Vikram Karve (all rights reserved)