عيناتنا المعطوبة وثرواتنا المنهوبة

(عدل بواسطة آدم صيام on 10-09-2008, 05:06 AM)

Quote: عيدك مبارك....يا آدم.

Quote: بوست عصارته الوطنية عالية القيمة .. غزير الفائدة .. محرض إن كانت لنا أفئدة تهمها المصلحة الوطنية .. شكرا صيام.

Quote: الهند مثلا أنشأت بنكا للبذور SEED BANK لحفظ العينات النباتية النادرة والعمل على تطويرها وإدخالها عالم الجينات المحسنة

Quote: الهند مثلا أنشأت بنكا للبذور SEED BANK لحفظ العينات النباتية النادرة والعمل على تطويرها وإدخالها عالم الجينات المحسنة

Quote: الهند مثلا أنشأت بنكا للبذور SEED BANK لحفظ العينات النباتية النادرة والعمل على تطويرها وإدخالها عالم الجينات المحسنة

Quote: فى السودان ما فى شئ زى دا. معظم الباحثين نقالين و بس . طبعا الزولة شرحت المشروع وكان شئ مذهل.

Quote: في أوائل التسعينات خرج عمدة مدينة كوالالمبور على الميديا بمشروع زراعة مليون شجرة في المدينة!!!

Quote: طبعا الزولة شرحت المشروع وكان شئ مذهل.

Quote: نحن أزمتنا في الانسان نعم ولكن ليست في الانسان العالم او المتميز علمياً.... بل في الحكومة الوطنية .... الانسان الوطني... الاداري الامين .... السياسي المحترم !!

Quote: موضوع مميز وإذا بذلت جهد وواصلت في عرض وجهة نظرك سوف تجد من يساندك من الباحثين والمهتمين بالأرض والبيئة والعلم والعلوم.. بالتوفيق

Quote: في أوائل التسعينات خرج عمدة مدينة كوالالمبور على الميديا بمشروع زراعة مليون شجرة في المدينة!!! كوالا لمبور المدينة المدارية! هي نفسها غابة استوائية متشابكة ما حاجتها لمليون شجرة! وقد كان، لم يكحل سكان KL عيونهم بفسائل الأشجار الصغيرة! إنما زرعت المدينة باشجار باسقة نقلت بالجرارات من البعيد ليلاً ليتفاجئ العامة صباحاً! كل هذا يدخل في باب المعتاد إذا علمنا أن جميع الأشجار في أراضي الدول المتحضرة تحمل بطاقات هوية بينا الناس في بلادي لم يتفقوا على هوية بعد!

Quote: ناس ادارة المياه تركوا العداد وبدأوا يحسبوا الفاتورة بعدد الأشجار.. فما كان لها بد غير قلع شجر الليمون وكل الشجيرات التي طالها الحساب..

Quote: وقد ذهب المفكرون والمؤرخون في شأن الحضارة البشرية بصفة عامة وفي التنمية الاقتصادية بصفة خاصة ولماذا ازدهرت في أوروبا على وجه التحديد دون غيرها من القارات، مذاهب شتى. ولكن أبرزها هي التي أرجعتها إلى الدين ومذاهبه. فبالنسبة لماكس ويبر (Max weber)

(عدل بواسطة آدم صيام on 11-09-2008, 05:24 AM)

Quote: The time is very opportune for India to make its transition to the knowledge economy—an economy that creates, disseminates, and uses knowledge to enhance its growth and development. The knowledge economy is often taken to mean only high-technology industries or information and communication technologies (ICTs). It would be more appropriate, however, to use the concept more broadly to cover how any economy harnesses and uses new and existing knowledge to improve the productivity of agriculture, industry, and services and increase overall welfare. In India, great potential exists for increasing productivity by shifting labor from low productivity and subsistence activities in agriculture, informal industry, and informal service activities to more productive modern sectors, as well as to new knowledge-based activities—and in so doing, to reduce poverty and touch every member of society. India should continue to leverage its strengths to become a leader in knowledge creation and use. To get the greatest benefits from the knowledge revolution, the country needs to press on with the economic reform agenda that it put into motion more than a decade ago and continue to implement the various policy and institutional changes needed to accelerate growth. Advantage India. India has many of the key ingredients for making this transition. It has aIt has a critical mass of skilled, English-speaking knowledge workers, especially in the sciences. It has a well-functioning democracy. Its domestic market is one of the world’s largest. It has a large and impressive Diaspora, creating valuable knowledge linkages and networks. The list goes on: macroeconomic stability, a dynamic private sector, institutions of a free market economy, a well-developed financial sector, and a broad and diversified science and technology (S&T) infrastructure. In addition, the development of the ICT sector in recent years has been remarkable. India has created profitable niches in information technology (IT) and is becoming a global provider of software services. Building on these strengths, India can harness the benefits of the knowledge revolution to improve its economic performance and boost the welfare of its people.

Quote: broad and diversified science and technology(S&T) infrastructure

Quote: A visit to the gleaming corporate campuses of Bangalore shatters most myths about India's outsourcing industry. Some people still believe that Indian outsourcing companies pay a bunch of PhDs pitifully low wages to do menial drudgework while working in sweatshops. "If these are sweatshops, the Ritz hotel is a doss-house," writes FT columnist Guy de Jonquières. And the research and development performed in Bangalore is far from mind-numbing, rivaling the complexity of that done in California's Silicon Valley. Indian CEOs predict outsourcing companies soon will evolve from sub-contractors to strategic partners, a leap that will accelerate the industry's already blistering pace of growth. Fiercer global competition, shorter product cycles, and faster innovation all bode favorably for Bangalore. "The belief that it will continue and grow even stronger is the Indian IT industry's biggest bet on the future." – YaleGlobal India's Knowledge Economy Guy de Jonquières The Financial Times, 29 March 2005 There are still people out there, it seems, who think India's outsourcing industry is just a bunch of poorly paid clerks with PhDs doing mind-numbing drudgework. Until recently, one of them was the senior US insurance executive who visited the business processing arm of Wipro, India's third largest software and services company. He was soon disabused by his hosts. What they showed him was a virtual back office staffed by insurance specialists equipped to handle a full range of tasks, from receiving claims to adjudicating them up to a value of £500,000 ($931,000). "We understand everything!" Raman Roy, head of the Wipro division, told his visitor. He immediately clinched a contract. Another myth is shattered by a stroll around the modern campus-style headquarters in Bangalore of companies such as Wipro and Infosys, where corporate customers' global information networks are managed round the clock from Nasa-like control rooms. If these are sweatshops, the Ritz hotel is a doss-house. Even judged by the blistering speed of information technology industry change, India's achievement is astonishing. In barely a decade, it has created a business with more than 800,000 employees and annual sales close to $20bn, almost all exports. The corporate names on the welcome boards at Bangalore reception desks read like the Fortune 500. And that, industry leaders say, is only the start. Mr Roy foresees continuing annual growth of 50 per cent or more and a trebling of business processing jobs to 1.2m by 2008. Meanwhile, Azim Premji, Wipro's chairman, aims to boost software productivity and slash development times by applying techniques pioneered by Toyota in manufacturing. The larger companies are already plotting their next leap: to evolve from sub-contractors into strategic partners, sharing risks with customers. Many are busy hiring consultants with experience in target industries including banking, healthcare and telecommunications. The goal, says Mr Roy, is to "suck out knowledge" from customers, to serve them better. Wipro's IT development centre is an example of how much further outsourcing of what were once core activities can go. It does much of the vital circuit design for consumer electronics manufacturers. They say what they want new products to do; the centre ensures they do it. India's ambitions seem to know no bounds. But these companies still face hurdles. One is building customer trust. Despite the IT companies' proved competence and reliability, they lack the brand recognition and market presence of an IBM or an Accenture, which means that they must compete heavily on price. They must also manage increasing complexity and scale, while keeping footloose employees loyal. Intensifying competition for skilled labour makes that harder. Demand for engineering graduates may soon strain even India's capacity to produce them. The hunt for talent is already spreading to China and other parts of Asia. The industry recognises all those challenges and is seeking to meet them. But one potential hazard lies beyond its control: a backlash against outsourcing in the US, by far its biggest market. Although the threat has receded as US job creation has recovered, an economic downturn could revive it, along with hysteria about industrial "hollowing out". Pressure for protectionist measures - possibly curbs on cross-border data flows, imposed on "national security" grounds - could quickly follow. If that happened, all the earnest arguments heard in Bangalore these days about outsourcing being a "win-win" game, and trade a two-way street, would be unlikely to cut much political ice in the west. India's IT industry knows that. But it also senses a powerful counter-trend running in its favour. Fiercer global competition, bigger commercial risks, faster innovation, shorter product cycles and shortages of key staff are all transforming its western customers' methods of doing business. Mr Premji says they are defining their technological "crown jewels" ever more narrowly and entrusting work previously performed in-house to partners. That is an imperative of their commercial survival. The belief that it will continue and grow even stronger is the Indian IT industry's biggest bet on the future. Source: The Financial Times Rights: © Copyright The Financial Times Ltd 2005

Quote: كوالا لمبور المدينة الأستوائية غنية بأشجارها الطبيعية.. لكن انسانها يحسب نسبتها لغابات الأسمنت فيعمل على معادلة البيئة.. عزيز سامحني الكلام الكبار ده بتجيبو من وين؟ لله دركـــــــــــــــــ نريد مدناً جديدة تتغلب فيها المحبة على الأسمنت