Lou Gehrig

The sport of baseball has produced some legendary, iconic players since its inception in the late 1800s. However, there is one particular legend that stands out from the rest: Lou Gehrig. Lou Gehrig was one of baseball’s greats, had a record setting career and a life claimed by a disease bearing his name. When Lou benched himself in 1939, nobody, including himself, imagined he would be dead in just two short years. Lou Gehrig was born June 19, 1903 to Heinrich and Christina Gehrig, German immigrants. They made their home in Yorkville, in the Upper East Side of New York City and eventually moved to upper Manhattan when Lou was four. Shortly after settling in their new home, Lou received his first baseball glove, a catcher’s mitt, for Christmas at the age of five. At the park across the street from the Gehrig home, Lou would play baseball with the older children in the neighborhood. Even though Lou was only six, he was comparable in size to the other children as he was big and strong; a very husky fellow but very shy. Like the older children, Lou would arise at five each morning and play baseball in the park until it was time to go to school. In this park is where it began for Lou Gehrig (Hubler, 1941). By the time Lou entered Commerce High School he was a big, burly young man weighing nearly two hundred pounds with extremely broad shoulders. In the park, he could hit a baseball further than anyone around. However, Lou did not participate in baseball as a school sport; he considered himself an ordinary neighborhood sandlot player. At some point during Lou’s high school career, classmates told his teacher about how far he could hit a baseball. After hearing this information, the teacher demanded Lou show up at one of the scheduled high school baseball games. Lou did show up, heard all of the cheering, turned around, and went directly home. Lou was so terrified that he literally ran away from his first high school baseball game. The next day his teacher demanded that Lou show up for the next game and threatening a failing grade if he did not show up. Lou Gehrig was forever grateful for the teacher’s threat that day (Macht, 1993). Lou’s parents wanted him to attend college even though he wanted to work and earn money for the family. Fortunately, Christina worked for a fraternity house at Columbia University managed by the university’s athletic director. Because of this working relationship and a tremendous amount of studying, Columbia offered Lou an athletic scholarship and he accepted. Before the baseball season started, someone had advised Lou to go to Connecticut to play for Eastern League, a professional team, to gain more experience and he would be paid to play. While playing for the Eastern League, the Columbia University baseball coach discovered that Lou was playing professionally and therefore breaching his contract with Columbia. Lou was not allowed to play his entire freshman year as a consequence of breaching his contract (Macht, 1993). By Lou’s sophomore year at Columbia, his fielding was erratic but his hitting improved with much practice. He was dangerous and extremely wild as a pitcher and terrible in the outfield. Finally the manager placed Lou at first base where he needed only to catch direct throws or scoop up ground balls. His hitting continued to evolve and he was hitting the ball more than 420 feet. During this time at Columbia, professional league teams were taking notice of Lou and making offers. It was not until his mother fell ill that he accepted a $1500 bonus to join the New York Yankees and dropped out of Columbia University after two years (Hubler, 1941). The new Yankee immediately became frustrated with his newfound job. He practiced with the team, watched the other players, worked out in the bullpen and everything in between. However, he never played in a game. Finally, after several weeks of warming the bench, the Yankees manager called on Lou to pinch-hit for the pitcher during a game at Washington. He struck out. A few days later, during at game with St. Louis, Lou was sent to the plate again and hit a line drive for a double. The Yankee’s manager knew that Lou needed more playing exerpeience and decided to send him to Hartford, Connecticut, to play with the Hartford Club (Macht, 1993). Lou’s time in Hartford proved to be beneficial. In the short time he was there, he hit 69 home runs in 59 games. In September, the Yankee’s first baseman injured his ankle. The Yankees immediately sent for Lou to take injured first baseman’s place. Lou was finally in the Yankee’s line-up. The Yankees went on to win the pennant that season and for the third year in a row they were in the World Series. However, Lou had joined the Yankee line-up too late in the season. He was not eligible to play in the Series unless the opposing team’s manager would allow him to do so. Unfortunately, the manager of the opposition refused the request and Lou warmed the bench as he watched his team win the World Series for the first time. The 1927 season brought baseballs greatest team: The New York Yankees. The first six batters in the Yankee’s order made up Murderer’s Row with Babe Ruth in the 3rd position and Lou in the 4th or â€Å"clean-up† position. According to The 1927 NY Yankees (2011) the Yankees were â€Å"Graced with the batting phenomenon pair of Babe Ruth and Lou Gehrig† (1927-Murderers’ Row, para. 2). Even though Babe Ruth had the most home runs during the 1927 season, Lou had the highest batting average of anyone on the famed Murderer’s Row. The Yankees went on to win 110 games and swept the Pirates in the World Series. The 1927 season also brought somewhat of a slugfest between Lou and the Babe. The fest was never anything but friendly between the two as they cheered each other on through the season. This slugfest was a brutal neck-and-neck, back-and-forth home run race. At times the two of them (sometimes referred to as the â€Å"Twins†) tied in home run hits, times when the Babe was ahead of Lou and other times when Lou was ahead of the Babe. This activity continued for nearly the entire 1927 season. During the last month of the season, Lou could not keep up with the Babe and eventually he fell behind him in the home run race. Lou ended the season with 47 home runs. Lou Gehrig had an astounding career with many achievements and records during his time with the New York Yankees. He played 2,130 consecutive games with the Yankees between the years of 1925 and 1939. This record stood for 56 years until it was broken in 1995. He became the first American League player to hit four homeruns in one game, won the Triple Crown in 1934 and inducted into the Baseball Hall of Fame in 1939 (CMG Worldwide, 2003). Lou currently holds several records in the world of baseball including Major League and team records for the New York Yankees. First, Major League records currently held by Lou Gehrig are four home run hits in one game, most grand slams (23) in a career, most runs batted in by a lefthander in one season, most seasons with 100+ runs batted in consecutively and most seasons with 150+ runs batted in consecutively (Baseball Almanac, Inc 2000-2011). Additionally, the current New York Yankees team records held by Lou include grand slams (23), hits resulting in double bases (534), hits resulting in triple bases (163), and runs batted in (1,995). Lou also holds several of the number two spots in the Yankees record books including second highest batting average, hits, home runs by a lefthander, on base percentage, runs scored, slugging average, and total bases (Baseball Almanac, Inc. 2000-2011). To say that Lou Gehrig had a good career with the Yankees is an understatement. The 1938 season brought some changes for Lou Gehrig. He was off to a slow start at the beginning and was not hitting like usual. By summertime several players from other teams were noticing that Lou was walking and running like an old man. It was also noted by some pitchers that Lou’s reflexes seemed to be slow, and although he was swinging the bat as hard as he always had, the balls were not going nearly as far. By the end of the season his batting average was down to .295. Lou had higher expectations of himself considering his .351 average the season before (Macht, 1993). In early 1939 Lou was determined to bounce back for the upcoming season but he was developing more trouble physically. He had fallen while fishing, had problems stepping off curbs, and small items would fall out of his hands. Finally, even thou Lou would not admit something was seriously wrong, in June he visited the Mayo Clinic in Rochester, Minnesota, where he underwent numerous tests. On June 19, 1939, his 36th birthday, his doctor gave him the diagnosis of amyotrophic lateral sclerosis, a disease that attacks the nerve cells that control voluntary muscles (Hubler, 1941). Today this disease is also known as Lou Gehrig’s disease. Lou benched himself May 2, 1939, just days prior to his diagnosis and never played for the Yankees again. By the spring of 1941 Lou was bedridden and started to have trouble breathing. Eleanor and her mother took care of Lou around the clock. By this time he could not swallow anything other than pureed food. On Monday, June 2, 17 days before his 38th birthday and exactly 16 years to the day he took over first base for the New York Yankees, Lou Gehrig passed way in his New York home with his family by his side including his devoted dog, Yankee (Macht, 1993). Lou Gehrig is a legend; a baseball icon. He was known as a decent, humble, shy and courageous man on and off the baseball field. He set many records during his career and faced his debilitating disease with nothing but courage. There will never be a number four Yankee’s jersey to grace a baseball field again because that number was for the one and only: Lou Gehrig.

Roles of Human Resource in Managing Employee Expectation

ROLES OF HUMAN RESOURCE IN MANAGING EMPLOYEE EXPECTATION INFLUENCE THE SUCCESS OF MERGER & ACQUISITION By KASMARIZA KASSIM A project paper submitted to Othman Yeop Abdullah Graduate School of Business Universiti Utara Malaysia in fulfilment of the Requirements for the degree of Master of Human Resource Management 1 TABLE OF CONTENT TABLE OF CONTENTS LIST OF TABLES LIST OF FIGURES ix xiii xiv CHAPTER 1 : INTRODUCTION 1. 1 1. 2 1. 3 1. 4 1. 5 1. 6 Background Study Problem Statement Research Questions Research Objectives Significant of Study Definition of Terms 1. . 1 1. 6. 2 1. 6. 3 Employee’s Expectation Leadership Communication 1 2 4 5 6 7 7 7 8 2 1. 6. 4 1. 7 1. 8 1. 9 Commitment 8 9 9 9 Scope of Study Assumptions Structure of the Study CHAPTER 2 : LITERATURE REVIEW 2. 1 2. 2 Introduction Evaluation of Merger & Acquisition 2. 2. 1 2. 2. 2 2. 2. 3 2. 2. 4 2. 3 2. 4 2. 5 Pre-Deal Due Diligence Integration Planning Implementation 11 11 12 13 13 14 17 18 19 Evaluation of Employee Expectations The Importance of Managing Employee Expectation Evaluation of Strategic Human Resource Management in M&A 2. 5. 1 2. 5. 2 2. 5. 3 2. 6 2. 7 2. 8 Leadership by Human Resource Communication by Human Resource Commitment by Human Resource 21 22 24 25 26 26 Research Model/Framework Research Hypothesis Development Conclusion CHAPTER 3 : METHODOLOGY 3. 1 3. 2 Introduction Research Design 3. 2. 1 3. 2. 2 3. 3 3. 4 3. 5 Type of Study Unit of Analysis 27 27 28 28 29 30 31 Population and Sampling Procedure Data Collection Procedure The Measurement 4 3. 6 3. 7 3. 8 Questionnaire Design Data Analysis Techniques Conclusion 2 33 35 CHAPTER 4 : FINDINGS 4. 1 4. 2 4. 3 4. 4 4. 5 Introduction Overview of Collected Data Respondents’ Profile Reliability Analysis Major Findings 4. 5. 1 4. 5. 2 4. 6 4. 7 Pearson Correlation Coefficient Multiple Regression 36 36 36 39 40 40 42 45 45 Summary Findings Conclusion 5 CHAPTER 5 : DISCUSSION AND ANALYSIS 5. 1 5. 2 5. 3 5. 4 5. 5 5. 6 Introduc tion Discussion Limitation of Study Recommendations for Future Research Theoretical and Practical Implication Conclusion 46 46 50 51 51 52REFERENCES APPENDIX A : Questionnaire APPENDIX B : Frequency Analysis APPENDIX C : Descriptive Statistics APPENDIX D : Reliability Analysis APPENDIX E : Correlations Analysis APPENDIX F : Regression Analysis 53 58 63 66 76 77 78 6 LIST OF TABLES Table 3. 1 : Table 3. 2: Table 3. 3 : Table 3. 4 : Table 4. 1 : Table 4. 2 : Table 4. 3 : Table 4. 4 : Table 4. 5 : Table 4. 6 : Sample Breakdown Likert-Scale Measurement Items Questionnaire Layout Response Rate Respondents’ Profile Reliability Analysis Inter-Correlations of the Major Variables Results of Regression Analysis Summary Findings 30 31 31 32 37 37 38 41 43 44 LIST OF FIGURES Figure 2. 1 : Figure 2. 2 : Merger & Acquisition Life Cycle Comparison of Where HR Playing A Lead Role in very Successful Deals vs. Less Successful Deals 15 21 Figure 2. 3 : Research Framework 25 8 CHAPTER 1 INTRODUC TION 1. 1 Background of Study. Merger and acquisition (M&A) has certainly become the mechanism for companies to respond to the demands of the business world. It has been since several years, a main topic for strategic literature, since its advantages in its right use can be estimated in high levels of competitive advantages for companies.Companies that are facing changes in their organizational structures through a M&A, present important modifications in the processes, politics, values and frame of references. Each participant of this processes either the acquiring or the acquired, have to face different process and challenges. Clearly, both companies are affected part of their identity and way of doing things. The challenges of this adaptation are more evident when the difference of core business between the both companies is more obvious. Therefore, the kind of industry is a fundamental element to understand the transition.First of all, some fields are more appropriate to realize an M&A, for instance, industries, where the economy of scale is very relevant, and much easier to be understood in term of economy. Moreover, if the companies are complementary in their own business, synergies are most likely to be reached in terms of marketing, finances and organizational goals which make it a â€Å"natural† growing process. 9 Through the last century, companies paid more attention to the three following mindsets: strategy, economics and finance.Nevertheless, these last years, it has seen the emergence of a fourth mindset, as human factors to achieve a perfect integration of both companies. Though M&A process is regarded to be an integral organizational change, but the human component often appears to be the determinant element to succeed or fail (Parra, 2006). This is because people are susceptible to fear modification in their environment; therefore the implementation has to be executed with clear and structured plan in order to diminish possible resistanc e. To manage M&A process efficiently in the best conditions is very far to be easy.If some barriers are perfectly identifiable such as human costs of scale, weak innovation and so forth, there are others more niggling to identify and measure like the invisible structure of mindsets. For all of these reasons, an important and deep study has to make before the bargaining of M&A (Parra, 2006). 1. 2 Problem Statement The M&A is an ongoing process. This means that the operation runs from the moment the company is interested by another one until and after the achievement of the M&A. For instance, a number of M&A succeed in the long run, often after a long period of time.This illustrates that M&A process is always running, even 10 before the bargaining of transactions independently of the need or circumstances that surround the process. The M&A process has to launch and develop through companies integration. This is highly oriented toward the management of people and the strategies develop ed to incorporate them into the new vision and philosophy that the company will create with the merger. This stage of the process represents the problem that will be analysed, described, and explained in this study.Though integration and its success depends on many factors like corporate culture compatibility, corporate size and dimensions, management style and, ability to communicate effectively, another vital issue to acknowledge is the appropriate environment throughout the whole process of M&A where human talent is involved. This cannot be realised without the assistance and involvement of human resource. Having said, the M&A strategy should be driven by human resource. It is inevitable that human resource play vital role in the human side of the M&A process especially managing employee expectation.There are literally hundreds of reasons why the M&A failure rates are so high and many have been traced was due to the exclusion of human resource professionals in the pre-deal planni ng phase. Human resource only function to the last minute inclusion after the transaction has closed. This is a classic case of â€Å"too little, too late† (Clemente & Greenspan,1999). 11 In order to obtain a better insight of the situation above described, this thesis project addresses its focus on studying the transition process in a M&A developed by two giant oil and gas service providers in Malaysia; SapuraCrest Petroleum Berhad and Kencana Petroleum Berhad.Some factors will structure the analysis of this investigation such as employee expectation, leadership, communication & commitment. Most importantly, this thesis will look into the factors that influence the M&A success through human resource initiatives by focusing on the employee expectation. The initial and basic assumptions of this investigation is being able to explain and analyze how human resources initiatives and leading roles, being the most important dimension in M&A process could be considered to have the m ost impact to the success or failure of the integration .This is critical since the merger between SapuraCrest Petroleum Berhad and Kencana Petroleum Berhad has triggered issues in oil & gas industry. The involvement of risk and massive investment made so far by both companies, are the key reasons why this M&A cannot afford to accept failure as the closure. 1. 3 Research Questions This research will initially be guided by these questions: 12 RQ1- Is there any significant relationship between human resource strategic roles in terms of leadership and employee expectation towards the success of M&A?RQ2 – Will there be any relationship between human resource strategic roles in terms of communication and employee expectation towards the success of M&A? RQ3 – Will human resource strategic roles in terms of commitment contribute in managing employee expectation towards the success of M&A? 1. 4 Research Objectives There aren? t many studies on the relationship between the empl oyee expectation and strategic human resources in the case of M&A. However, the main objective of this study is to determine which amongst the variables contributes most to the success of M&A.They are addressed by specific objectives such as: RO1 – To determine significant relationship between human resource strategic roles in terms of leadership and employee expectation towards the success of M&A. RO2 – To examine the relationship between human resource strategic roles in terms of communication and employee expectation towards the success of M&A. 13 RO3 – To determine the relationship between human resource strategic roles in terms of communication and employee expectation towards the success of M&A. 1. Significant of Study In general this research aims to promote the understanding of employee expectation after the announcement of M&A to the management, as well to explore the impact of human resources roles on the success of the integration. Even though in toda y? s rapid growth of business and the acknowledgment of the benefits gained by proceeding with M&A, it is observed that the research done was insignificant. Most M&A research preaches on corporate culture compatibility, corporate size and corporate dimension as factors contribute to the integration success.This issue needs to overcome in ensuring that the management are aware that in every M&A, there is the human side to deal with. Apparently, the most common factors cited as „keys to M&A success? are communication, cultural integration and fit, integration project planning, due diligence, leadership and talent placement and management. All of these factors are intrinsically linked to human resource. Hence, the involvement of human resource in this big step taken is vital. Since employees are the one drives the success of a company, human resource being the backbone of a company, functions to manage the employee expectation in any M&A process. 4 This study is hoped to give an insight to the management of SapuraCrest Petroleum Berhad on the awareness of the importance of human resource strategic roles in managing employee expectation towards the M&A success. Since the integration stage is still at the initial stage, it is worth getting the feedback on the employee expectation. The finding will at least assist in ensuring that the rest of the process is carried out in accordance such as cultural assimilation and placements. 1. 6 Definition of Terms For the purpose of this study the following terms are defined as follows: 1. . 1 Employee Expectation : Employees concern that transform into expectations concerning both themselves and their work group. These expectations are with respect to immediate job and employment worries to longer term status, and behavioural and cultural concerns in the „new? organization (Surkund, Purang & Gupta, 2006). In this case, the expectations reflected by the affected employees of SapuraCrest Petroleum Berhad in the proce ss of M&A. 1. 6. 2 Leadership : A process whereby ones influences others to achieve a common goals (Northouse,2001).In this case, it is referred to the management of SapuraCrest 15 Petroleum Berhad through human resource strategic role and the affected employees. 1. 6. 3 Communication : Defines as the communication transaction between individuals and/or groups at various levels and in different areas of specialization that are intended to design and redesign organizations, to implement design and contribute from day-to-day activities (Frank & Brwnell, 1989). In this case the communication is meant between the management of SapuraCrest Petroleum Berhad through human resource strategic role and the affected employees. . 6. 4 Commitment : The meaning behind commitment in the organizations appears to be shifting from a â€Å"desire to remain in, and identify with, the organization towards a highly proactive, innovative and challenging approach to work, as a mutually beneficial psycholo gical contract between organization and individual (Vinicombe, 1998). This summarise the intention definition of commitment in this study where human resource strategic role acts on behalf of the management of SapuraCrest Petroleum Berhad in ensuring commitment is offered to employees throughout the process of M&A. 6 1. 7 Scope of the Study The research is carried out on SapuraCrest Petroleum Berhad? s (SCPB) affected employees. The announcement to merge with another giant oil & gas service provider in Malaysia, Kencana Petroleum Berhad has triggered some concerns amongst the affected employees. This study is primarily designed to review the relationship between SapuraCrest Petroleum? s human resource strategic roles and employee expectation on the merger plan success. 1. Assumptions A researcher assumes that all respondent at SapuraCrest Petroleum Berhad (SCPB) answer all questions sincerely and that respondents are fully understand and aware the purpose and objectives of this stud y. Researcher also assumes that the sample in this study represents the population of organization that is going through a merger exercise in Malaysia. 1. 9 Structure of the Study This study consists of five chapters. The first chapter outlines the introduction, purpose and objectives of this study.It also touches on the research problems, questions and the significant of the study. Chapter Two discuss on review of related literature based on the research done, research model framework, and research hypothesis development. 17 Elaboration on the research design, sampling and data collection procedures, measurement & instrumentation and, data analysis techniques are outlined in Chapter Three. Chapter Four discusses on the overview of the data collected, profile respondents, reliability test, major findings, correlation analysis of variables, multiple regression and summary findings.The final chapter presents the discussion of the research done, recommendations for future research as w ell as limitation. 18 CHAPTER 2 LITERATURE REVIEW 2. 1 Introduction Chapter Two offers a literature review on issues related to M&A, employee expectation and human resource management. The development of research framework/model and hypotheses will be discussed in this chapter. Then, it is followed by theoretical framework. 2. 2 Evaluation of Merger & Acquisition Mergers and acquisitions represent the end of the continuum of options companies have in combining with each other.This combination has the greatest implications for size of investment, control, integration requirements, pains of separation, and people management issues (Doz & Hamel, 1998; Hamel, 1991; Harbison, 1996; Sparks, 1998, 1999). With the focus on mergers and acquisitions, it is important to distinguish them. In a merger, two companies come together and create a new entity. In an acquisition, one company buys another one and manages it consistent with the acquirer? s needs. However, both suffer the same predicament .The primary purpose of merging and acquiring new firms is usually to improve overall performance (Lubatkin, 1983) by achieving synergy, or the more commonly described as the â€Å"2 + 2 = 5† effect (Cartwright and Cooper, 1993) 19 between two business units that will increase competitive advantage (Porter & 1985). However, the mere existence of potential synergism is no guarantee that this possibility will be realized (Cartwright & Cooper, 1993). Recent research indicates that these M&A has a negative impact on the economic performance of the new entity (Cartwright & Cooper, 1993).With the estimated rates of their success from 20-60 percent, it sure will paralyse the competitiveness in the new entity (British Institute of Management, 1986). Therefore, although M&As are usually extremely well planned out in terms of financial and legal aspects, the conclusion that has to be drawn is that these poor results have come to be attributed to poor human resource planning. Consequent ly, for sustained competitive advantage to be achieved, it is imperative that the M&A be implemented from a financially and legally sound standpoint, as well as from a behavioural approach.Most mergers and acquisitions follow a four-stage process as per discussed by Schmidt & Griffin, 1993. There are the pre-deal stage, due diligence stage, integration planning stage and implementation stage. 2. 2. 1 Pre-Deal Based on its growth strategy, the acquirer searches for an appropriate target or partner, assesses potential targets and develops a plan for executing the deal. This first phase involves searching for suitable entities for M&A. During this phase it is usually done to develop a set of criteria for the selection of a suitable 20 entity.In this early phase the organization defines its objectives and desired outcomes of the merger or acquisition and searches for suitable entities. This often involves extensive research and gathering of market intelligence to access the potential of suitable candidates. 2. 2. 2 Due Diligence After making the offer, the acquirer ensures that the deal is strategically and economically sound and has a high likelihood of success. Thorough, detailed execution of this stage is critical. Once a suitable entity has been identified, usually the next step is to make an offer to acquire or merge with the new entity.This offer is usually made conditional on the completion of the due diligence. During this second phase, a review of the new entity is undertaken to ensure the soundness of the deal and to access any risks involved with the completion of the deal. During this phase the organization will typically review the financial statements, strategies, business plans, resources and operations of the entity to confirm their assessment of the commercial suitability of the deal. Often many transactions do not go beyond this phase because the due diligence highlights the inappropriate risks associated with the deal. 2. 2. Integration Planning The acquirer creates a comprehensive plan for integrating the two organizations. This stage takes place within the first 100 days of the decision to 21 merge and can begin during due diligence if both sides believe the deal will go forward. The detailed plans, milestones and activities are developed to ensure the successful implementation of the deal. This phase is often conducted under very tight time frames and requires extensive and detailed involvement from experienced personnel. Detailed project management plans are established to ensure the smooth implementation of the deal. 2. 2. Implementation The final stage builds on all the planning that has gone before. Implementation can take months or even years to complete, depending on the complexity of the deal and the size of the merging companies. This phase requires the execution of the detailed planning conducted in phase three. Again, this phase is usually conducted under tight time frames and requires the execution of many co mplex plans simultaneously. Strong project management skills are required during this stage. The implementation phase is very visible to, shareholders, staff, clients and competitors and is conducted under tremendous scrutiny of these parties.However, according to the study carried out by the Ministry of Manpower Singapore (2003) there should be another stage that sums up M&A process. This neglected final stage is known as evaluation. The final phase requires reviewing the performance of the new entity to ensure that a successful integration has been completed and that the objectives of the M&A have been achieved. Performance of 22 the new entity is assessed against the original objectives determined in the pre deal phase. Figure 2. 1 Merger & Acquisition Life Cycle Source : The Ministry of Manpower Singapore,2003 There are numerous reasons for companies to merge or acquire. Some of the most frequent include: ? ? ? ? ? ? ? ? ? Horizontal mergers for market dominance; economies of sc ale Vertical mergers for channel control Hybrid mergers for risk spreading, cost cutting, synergies, defensive drivers Growth for world-class leadership and global reach Survival; critical mass Acquisition of cash, deferred taxes, and excess debt capacity Move quickly and inexpensively Flexibility; leverage Bigger asset base to leverage borrowing 23 ? ? ? ?Adopt potentially disruptive technologies Financial gain and personal power Gaining a core competence to do more combinations Talent, knowledge, and technology Hence, M&A are supposed to create new, stronger organizations, but history shows that such combinations often fall far short of expectations. Every M&A promises to create value from some kind of synergy, yet statistics show that the benefits that look so good on paper often do not materialize. The result, more often than not, is value destruction. The literature on M&A indicates that failure rates typically range from 50 to 70 percent or even higher.A Business Week (2004) s tudy of megamergers conducted between 1998 and 2000 found that in more than 60 percent of the cases, shareholder value was destroyed. Why do so many corporate combinations that looked like such great opportunities end up in disaster? Recent research suggests that contrary to common belief, it is not poor strategic fit that most often causes M&A to fail but poor execution. The errors can be seen, for example, in instances of insensitive management, lack of trust building and communication, slow execution, power struggles, or a leadership vacuum following the deal.Even with this kind of information, most corporate combinations still place special emphasis on the strategic and financial goals of the transaction, whereas the cultural and people implications rarely receive as much attention. 24 2. 3 Evaluation of Employees Expectations in M&A Mergers between different organizational entities have been a widespread phenomenon during the past decades. Our newspapers abound with stories abo ut organizations in the process of merging their activities. It is expected that approximately one in three employees will face a merger or acquisition in their working ife (Hubbard, 1999). In the past decades, many works, both academic and business, have been dedicated to this phenomenon, and the reasons for merging and the actual implementation have both been described extensively (Cartwright & Cooper, 1993). The issues under investigation have initially concerned the strategic, financial, or operational side of mergers. However, even thoroughly planned mergers often fail to materialize and much of the variance in the prediction of merger failure remains unexplained (Amiot, Terry, & Callan, 2007). Many companies believe that M&A are a key means for growth.By combining, companies may gain market share, new markets, a wider range of product offerings, control over the supply chain, and cost efficiencies. It isn? t just being bigger that matters. Employees may not always agree with t he merger rationale, but their understanding of it guides decisions and actions, motivates them to devote the energy and time to changes, sustains their performance and retention during the merger, and develops an enthusiasm for a better future (Walker & Price,2000). 25 Merger announcements should not simply be a cliche.Stating that the merger will enable us â€Å"to become more competitive globally† or to â€Å"become the technology leader in our industry† says very little to employees. Beyond increased shareholder value, an acquiring company should define specific benefits expected and how they will be realized (Walker & Price,2000). A focus on the â€Å"human side† of mergers could therefore be valuable. Human dynamics become even more relevant with the growing trend toward related combinations which involve a great extent of people integration (Cartwright & Cooper, 1996).The human side of mergers has been examined according to a variety of perspectives and t heories such as expectations in certainty on the future direction of the company, departure of key personnel, cultures clashed, job Security and morale (Cartwright & Cooper, 1996). 2. 4 Importance of Managing Employee Expectation An estimate by Davy et. al (1998), blames â€Å"employee problems† as being responsible for one-third to one-half of all M&A failures. Therefore, the underlying causes of employee resistance need to be studied carefully because their understanding has the potential of improving merger planning outcomes.Managing employee expectation is crucial as it leads directly to the success of merger. This is very much related to the importance of employees? engagement. According to Harter, Schmidt and Hayes (2002), a highly engaged employee will 26 consistently deliver beyond expectations. Employee engagement is critical to any organization that seeks to retain valued employees. The Watson Wyatt (2010), a consulting company has proved that there is an intrinsic link between employee engagement, customer loyalty and profitability.As organization going globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employee to provide them with an organizational â€Å"identity† (Vazirani, 2007) All those who are involved with the M&A process should take into consideration the human expectations. They should be able to understand human attitudes and behaviours in order to manage the expectations. Given the magnitude and importance of the employees? sychological reactions on the merger outcome, it is very important to understand the sources of this stress and the way it affects the organization in order to be able to reduce employee resistance as a way to maximize synergy realization (Moran, 2005). 2. 5 Evaluation of Strategic Human Resources Management in M&A Given the increased importance of people issues in an M&A transaction, it? s somewhat surprising that survey results conducted by Towers Watson (2008) shows that human resource function tends to be only peripherally involved in much of the M&A process. It? not until the planning and implementation phase of the acquisition that human resource plays a more predominant role, with 38% of 27 respondents saying that they? re brought to the leadership team at the integration planning stage and 35% of respondents saying they have a leadership role during the integration implementation phase. There is evidence to suggest that bringing human resource to the leadership team earlier in the acquisition makes sense it is interesting to note that very successful dealmakers appear to involve human resource in more aspects of the deal than others.The data shows that a small number of very successful dealmakers chose to involve human resources a lot earlier in the process. For example, 17% of very successful dealmakers involved human resource in the due diligence phase with some involving their human resou rce function in the target evaluation phase. It is believed this may be an appropriate response to the impact of people issues in affecting long-term deal success. Figure 2. 2 : Comparison of Where HR Playing A Lead Role in very Successful Deals vs. Less Successful DealsSource : Canadian Financial Executive Research Foundation, 2010 28 If one assumes that human resources is the unit best equipped to help the new company manage the people-related issues of a merger, the next step is to look at how human resource functions during a merger or an acquisition. According to Schmidt & Griffin (2002), below are strategies that should be taken or at least considered by human resources in dealing with M&A process : 2. 5. 1 Leadership by Human Resources The greater the frequency and magnitude of change, the more important leadership and culture become.Leadership holds it all together. It is a make or break function (Arian, 2007) He confirms that leadership is the most important driver of emplo yee engagement. During periods of transition and disruption, employees look first to leaders for guidance about how to react and behave, for motivation, and for focus. Experience shows that what leaders do during mergers and acquisitions has a significant impact on how employees of both organizations react and promote a sense of community and purpose. Positive employee perception of leaders is crucial to successful change.Employees want to believe that leadership cares about them. When employees are convinced that leaders genuinely do care about them, they become more open and willing to make necessary transitions (Arian, 2007). Companies that foster a high degree of leadership visibility and involvement during M&A instil a supportive organizational culture with a better than average chance of success (Olson, 2007). Leaders set the priorities and create the positive business 29 momentum and discipline required during M&As.They instil in employees the necessary level of commitment, e ngagement, confidence and comfort to work through difficult transitions. Leaders, who by their statements and actions inspire a shared sense of purpose, coherence, community and trust, enable employees to focus and remain highly engaged during M&As and post-merger integration. Establishing and sustaining cultural alignment during the first 100 days is particularly important in shaping the newly formed organizational culture and employee perceptions of it. Leadership intervention is a critical symbol of the new organizational culture (Olson, 2007).Strong leadership and maintaining energy for change among employees are the two principles of success that reinforce each other when executed well (McKinsey, 2008). Only human resource truly has its fingers on the pulse of the acquired employees. Only human resource can shape the organizational mindset that will move the merged firm forward in the marketplace. Therefore human resource must take a leadership role in these most important area s. 2. 5. 2 Communication by Human Resource It is well accepted that communication is the key tool within any changes (kanter, Stein & Jick, 1992).Any failure to communicate leaves employees uncertain about their future and will lead them to seek other means to reduce this uncertainty, such as reliance on rumours and other means of informal 30 communication which are not an effective means in reducing anxiety (Rosnow, 1988). This is because it tends to focus on negative and inaccurate information. Buono and Bowditch (1989) mention that, during mergers and acquisitions activity, â€Å"rumour mills and the grapevine work overtime, leading to more anxiety and, in many cases, counterproductive behaviours.Often based on fears rather than reality, these rumours can significantly exacerbate employee anxiety, tension and stress†. This anxiety and uncertainty are usually leading to dysfunctional outcomes. The extensive literature on managing communication in periods of organisational c hange and merger, shows that frequent and honest communication to staff about the merger has a stabilising effect (Ashkenas et al. , 1998). The literature suggests communication strategies serve to reduce uncertainty, but also acknowledges that staff are frequently sceptical about management messages.Furthermore, it is evident that such scepticism is not misplaced in times of change where futures are uncertain and directions are evolving. Procedural justice research emphasises the importance of two-way communication, in which both management and employees can voice their opinions, concerns, desires and provide information. Research shows that employee opportunity to voice an opinion results in the process being perceived as fairer, although this is negated if that opinion is perceived to be ignored by the decision maker (Citera and Rentsch, 1993).With all concerns mentioned earlier, clear communication is the tool to ensure their anxiety is entertained. The primary goals of post mer ger 31 communications should be to inform, and more importantly to inspire! The best median will be none other than human resource as the intermediary. 2. 5. 3 Commitment Another crucial human resource role is helping employees cope with change. It has far-reaching consequences, including maintaining productivity, stemming the loss of key talent and smoothing the integration of the two cultures. Change can be particularly difficult for employees involved in a M&A, especially those who work for the target.Unanswered questions about job security, relocation and new reporting relationships, spawn rumours, anxiety, resentment and the loss of top talent, who can most easily find jobs elsewhere. All this can lead to lower productivity and diminution of a company? s intangible assets. In the growing world of global financial services mergers, these issues take on heightened importance (Schmidt & griffin, 2002). Exhibiting commitments to the employees in the light of merger is essential. Th ings rarely remain the same in the wake of a major transaction.Roles and responsibilities change. Employees are normally re-assigned or worst case scenario, terminated. New policies and new procedures are adopted. Employees must be aided and psychologically prepared, to accept the changes that are inevitable. They must be made understand that additional changes may have to be enacted in the future as the integration process moves through its various stages. Helping employees to 32 accept and understand change is a commitment by human resource where it will accelerate the process and minimize the pain associates with the uncertainty. . 6 Research Model/Framework Based on the literature discussed earlier, the following research framework has been developed as a model for this study. This research model is designed to identify the relationship between dependent variable of employee expectation and three independent variables of human resources strategic roles. Based on the literature r eview presented, further investigations on the relationship among the variables are accomplished. The model framework is as per illustrated in Figure 2. 3 below. Figure 2. 3 : Research FrameworkDEPENDENT VARIABLES Leadership Communication Commitment H1 H2 H3 DEPENDENT VARIABLES Employee expectation towards M&A success 33 2. 7 Research Hypotheses Development From the model in Figure 2. 3, three (3) hypotheses are developed as below: H1) There is a significant relationship between human resource strategic roles in terms of leadership and employee expectation towards the success of M&A. H2) There is a relationship between human resource strategic roles in terms of communication and employee expectation towards the success of M&A.H3) There is a relationship between human resource strategic roles in terms of commitment and employee expectation towards the success of M&A. These hypotheses had been tested using appropriate data analysis technique. 2. 8 Conclusion This chapter has presented a review of literature that focused on the employee expectations and how human resource strategic roles could assist in managing them subsequently ensuring the success of merger & acquisition. Research framework has been developed to see the significant relationship between employees? expectation and human resource Strategic roles.The following chapter describes in details of the procedures and methodology used for data collection and analysis for this paper. 34 CHAPTER 3 METHODOLOGY 3. 1 Introduction This chapter provides the methodology use in this research to study the significant relationship between the independent variable and the dependent variables. This chapter begins with research design, population and sampling procedures, data collection procedures and data analysis techniques. 3. 2 Research Design A research design is a master plan explaining the methods and procedures for collecting and analyzing the information.The design is to ensure that all of the information gath ered are appropriate for solving the problem (Zikmund, 2003). Research design offers critical choice points to carry out the research. It outlines the details or the necessary procedures in carrying out the research. This research intends to investigate the relationship between independent and dependent variables, as well as it offers a platform for hypothesis testing. According to Sekaran (2006) studies that engage in hypothesis testing usually explains the nature of certain relationship. 35 3. 2. Type of Study The method used to analyse data was carried out using quantitative survey where the researcher measured the phenomena under investigation with the use of statistical analysis of raw data collected from a structured questionnaire. It used various statistical tests and Statistical Package for Social Science (SPSS) to interpret the results of data. The study will be carried out specifically among affected employees at SapuraCrest Petroleum Berhad. 3. 2. 2 Unit of Analysis The u nit of analysis refers to the level of aggregation of the data collected during the data analysis (Sekaran, 2000).The problem statement of this study focused on how the success of merger is significantly influence by the relationship between strategic roles of human resources and employee expectation. Data was collated from individuals working at SapuraCrest Petroleum Berhad. The approach to this study was a survey study where data was generated via distributing questionnaires. Affected employees had been asked to furnish and answer the questionnaire to the problem statement of this study; evaluate the existence of relationship between human resource strategic roles and employee expectation. 6 3. 3 Population and Sampling Procedure The samples at SapuraCrest Petroleum Berhad are selected using the simple random sampling technique. The simple random sampling method is chosen because every element in the population has a known and equal chance being selected as the sample. According t o Sekaran (2006), simple random sampling has the lease bias and offered the most generalization. In order for this research to become more reliable, it is important to have the right sample size. The population of this study cover all affected employees in SapuraCrest Petroleum Berhad.Affected employees are defined as the first cohort joining the new entity. Due to tight time frame of the thorough implementation process of M&A as well as the business and operations requirement, the management has decided to implement the merger in phases. It started off with all employees that are hired directly under SapuraCrest Petroleum Berhad cost centre. There are 134 employees all together. The rest of the 1466 employees are hired under business unit cost centres. Due to the operations requirement these employees will not be affected immediately. The second phase will only commence 8 months later.The reason why only this population chosen is very much aligned to the significant of this study a s per mentioned in Chapter One. Out of 134 affected employees, the random sample of 100 employees is identified via Raosoft Sample Size Calculator with 5% margin error and 95% tolerance of confidence level. 37 Below is the breakdown of the 100 participated employees Table 3. 1: Sample Breakdown Category/ Job Grade Tea Lady & Driver (DO & OA) Non Executive (G1-G3) Admin & Secretary (S1-S4) Executive (E8-E6) Middle Management (E5-E3) Senior Management (NG-E2D) Management TechnicalNon-Technical 4 6 7 6 22 20 4 15 13 3 3. 4 Data Collection Procedure The major approach in generating data for this study is through questionnaires which intended to measure employee expectation towards merger & acquisition. The survey is conducted at SapuraCrest Petroleum Berhad. The questionnaire was distributed to 100 employees both via email as well as hard copy extended by hand. The respondents were given 1 week to respond to the survey. 38 3. 5 The measurement The major measures for this research are em ployee expectation, leadership, communication and commitment.Participants are required to respond to all questionnaire items for measures using a five-point likert scale. Two scales are used in this research. First is nominal scale, specifically for Section A. Likert Scale is used for Section B, C, D and E. The scale below show the measurement used in Likert-Scale scoring from 1 to 5 (Sekaran, 2003). Table 3. 2: Likert-Scale Strongly Disagree 1 Uncertain Uncertain Agree Strongly Agree 5 2 3 4 Source : Sekaran, 2003 Responses on items for each measure are averaged to form an overall score such that higher scores indicated a higher standing on the measures.The items for each of the measures are given in the Appendixes. Table 3. 2 outlines the measurement items. Table 3. 3: Measurement Items Variables Employees Expectations Items 5 Scales Five-point Likert Scale Sources Adopted from Clemente & Greenspan (1999) 39 Leadership 5 Five-point Likert Scale Adopted from Avolio, Gardner & Walum bwa (2004) Adopted from Cartwright & Cooper (1993) Adopted from Allen & Meyer (1990) Communication 5 Five-point Likert Scale Five-point Likert Scale Commitment 7 3. 6 Questionnaire Design The questionnaire consists of five (5) sections.The first part contains information regarding respondent? s demographics features which include age, gender, academic qualification, job grade, length of service and job classification. The second part of the questionnaire consists of questions on employee expectation, which subsequently followed by leadership, communication and commitment in that order. Table 3. 4 : Questionnaire Layout Sections A Variables Respondent Background: ? Age ? Gender ? Academic Qualification ? Job Grade ? Length of Service ? Job Classification Employee Expectation Leadership Items 6 B C 5 5 40 D ECommunication Commitment 5 7 3. 7 Data Analysis Techniques The first step in statistical analysis involved physically going through all the completed questionnaires page by page a nd browsing through them in order to understand the responses. Raw data, as per written in the questionnaire will be coded for analysis purposes by using Statistical Package for Social Science (SPSS) Program. The analysis of data begins with reliability test for the scales through Cronbach? s Alpha. The Cronbach Alpha testing is used due to well accepted reliability test tools applied by social researcher (Sekaran, 2005).Cronbach? s Alpha reliability analyze that the closer Cronbach? s Alpha is to 1. 0, the higher the internal consistency reliability (Cronbach, 1946). Cronbach scale analyzes: I. II. III. reliability less than 0. 6 is considered poor reliability in the range 0. 7 is considered to be acceptable reliability more than 0. 8 is considered to be good Secondly, in order to determine whether there are significant relationships among the independent and dependent variables, Pearson Correlation 41 Coefficient analysis was carried out.The scale model suggested by Davies (1971) is used to describe the relationship between the independent variables and the dependent variable, as shown below: I. 0. 7 and above – very strong relationship, II. 0. 50 to 0. 69 – strong relationship, III. 0. 30 to 0. 49 – moderate relationship, IV. 0. 10 to 0. 29 – low relationships and V. 0. 01 to 0. 09 – very low relationship. Thirdly, Multiple Regression Analysis was conducted to exam which among the three independent variables is the most important variables in exhibiting employees? xpectation. According to Sekaran (2005), the correlation coefficient, R, will indicate the strength of relationship between two variables and it will also show how much of the variance in the dependent variable will explain when several independent variables are theorized to simultaneously influence it. Besides that the square of multiple, R2 is the amount of variance which will explain the dependent variable by the predictors. Beta value ( ) is used to identify the most important variables. This is known as Multiple Regression. 42Finally, frequency distribution is being carried out to obtain a count of number of responses associated with different values of one variable and to express these counts in to percentage terms 3. 8 Conclusion This chapter discussed the research method proposed for this study by presenting the theoretical framework and research hypothesis. Aside to that, it also includes the discussion of sampling design, data collection, questionnaire, measurement and data analysis. 43 CHAPTER 4 FINDINGS 4. 1 Introduction This chapter outlines the results of data analysis obtained based on data collected from respondents.The main purpose of this research is to study the relationship between the independent variables of HR strategic roles namely leadership, communication and commitment with the dependent variable which is employee expectation. The findings intend to verify the hypotheses made in chapter two. The statistical method of Pearson Correlation is used to determine the existence of any relationships between the independent variables and dependent variable. In addition, regression analysis is conducted to examine independent variable and determine which serve the most important to explain employee expectation.This chapter also illustrates the reliability test made to the instruments used using Cronbach Alpha. All in all, this chapter is divided into eight segments which includes; overview of data collection, profile of respondents, goodness of measure, descriptive analysis, major findings, summary of findings, and conclusion. 44 4. 2 Overview of Collected Data A total of 100 sets of questionnaires were distributed to respondents. All 100 sets of questionnaires were returned on a timely manner; within 1 week. It has been found that all questions were answered by the respondents and considered valid and ready-fit to be analyzed.Table 4. 1: Response Rate Data Questionnaire distributed Collected question naire Usable questionnaire Discarded questionnaire Total 100 100 0 0 Percentage (%) 100 100 0 0 4. 3 Respondents’ Profile The survey demonstrated the details concerning demographic characteristics or respondents? profile as shown in Table 4. 2 below. Table 4. 2: Respondent Profile No 1 Demographic Age Categories ? Below 25 ? 25-34 years ? 35-44 years ? 45-54 years ? 55 and above ? Male ? Female Frequency 8 55 34 3 0 57 43 Percentage (%) 8 55 34 3 0 57 43 2 Gender 45 3 Academic Qualification Secondary ? Diploma ? Degree ? Master ? PhD ? Professional ? DO &OA ? G1-G3 ? S1-S4 ? E8-E6 ? E5-E3 ? NG-E2D ? Below 2 years ? 2-4 years ? 5-7 years ? 8-10 years ? More than 10 years ? Management ? Technical ? Non- Technical 6 11 67 9 1 6 4 13 6 42 32 3 18 56 24 1 1 7 43 50 6 11 67 9 1 6 4 13 6 42 32 3 18 56 24 1 1 7 43 50 4 Job Grade 5 Length of Service 6 Job Classification The study indicates more than half of the respondents are within the age of 25 – 34 years old, where approxim ately one third of the respondents are within the age of 35 – 44 years old.It is self explanatory, when majority of 57% of the respondents are male due to the nature of business which is oil & gas, which known for performing tasks under harsh environment. A highest rate of respondents 67% 46 did their degree and only small percentage of 9% holds master degree followed by 1% who pursued PhD. Lastly, this questionnaire managed to capture different job classification where 7% from the management, 43% from technical and 50% from non-technical. 4. 4 Reliability Analysis According to Sekaran (2003), the closer the reliability coefficient gets to 1. , the better it is, and those values over . 80 are considered as good. Those value in the . 70 is considered as acceptable and those reliability value less than . 60 is considered to be poor (Sekaran, 2003). According to George & Mallery (2003), reliability is the degree to which measure are free from error and therefore yield consistent results. Table 4. 3: Reliability Analysis Variables Employees Expectations Leadership Communication Commitment No. Of Items 5 Items Dropped 0 Cronbach? s Alpha 0. 6 5 5 7 0 0 0 0. 8 0. 6 0. 8 As shown in table 4. , alpha value for independent variables ranges from 0. 6-0. 8 which can be considered good. In addition, dependent variable has found to be at 0. 6 on acceptable value. 47 4. 5 Major Findings The results of Pearson Correlation Analysis and Linear Regression are presented in the following section. 4. 5. 1 Pearson Correlation Coefficient According to Sekaran (2003), in research project that includes several variables, beyond knowing the means and standard deviations of the dependent and independent variables, the researcher would often like to know how one variable is related to another.This means that the researcher should see the nature, direction and significance of the bivariate relationship of the variables used in the study which is the relationship between any two var iables among the variables tapped in the study. A Pearson correlation matrix will provide this information, which will indicate the direction, strength and significance of the bivariate relationships of all the variables in the study. Theoretically, there is a possibility of a perfect positive correlation between two variables, which is represented by 1. 0 (plus 1), or a perfect negative correlation which would -1. (minus1). While correlation could range between -1. 0 and +1. 0, and the researcher need to know if any correlation found between two variables is significant or otherwise (i. e. ; if it has occurred solely by chance or if there is a high probability of its actual existence) As for the information, a significance of p ? 0. 05 48 is the generally accepted conventional level in social sciences research. This indicates that 95 times out of 100, this can be sure that there is a true or significant correlation between the two variables, and there is only a 5% chance that the r elationship does not truly exist.The correlation matrix between dependent variable and independent variables are exhibited in Table 4. 5 below. The finding from this analysis is then compared against the hypotheses developed in this study. Table 4. 4 : Inter-Correlations of the Major Variable Variables Leadership Communication Employee Expectation Employees -. 544** . 502** Expectations Leadership . 782** Communication Commitment – Commitment . 460** . 857** . 680** – **Correlation is significant at the 0. 01 level (2-tailed) *Correlation is significant at the 0. 05 level (2-tailed)Hypothesis 1: There is significance relationship between human resource strategic roles in terms of leadership and employee expectation towards the success of M&A. The relationship between leadership is tested against employee engagement. The results between the two variables is found as r=. 544, n=100, p?. 05. The correlations coefficient indicates that there is a strong relationship betwee n the variables. Hypothesis 1 is accepted. 49 Hypothesis 2: There is significance relationship between human resource strategic roles in terms of communication and employee expectation towards the success of M&A.The relationship between communication against employee expectation is investigated. The results shows quite similar to leadership where the two variables are found as r=. 502, n=100, p ? .05. The relationship is significant with strong relationship. Hence, hypothesis 2 is accepted. Hypothesis 3: There is significance relationship between commitment and employees’ expectation in SapuraCrest Petroleum Berhad. The relationship between commitment against employee expectation has found to have poor significant with r=. 406, n=100, p

Jawaharlal Nehru

Jawaharlal Nehru (Hindi/Kashmiri: , pronounced [d a r? la? l ? ne ru? ]; 14 November 1889–27 May 1964[4]) was an Indian statesman who was the first (and to date the longest-serving) prime minister of India, from 1947 until 1964. One of the leading figures in the Indian independence movement, Nehru was elected by the Congress Party to assume office as independent India's first Prime Minister, and re-elected when the Congress Party won India's first general election in 1952.As one of the founders of the Non-aligned Movement, he was also an important figure in the international politics of the post-war era. He is frequently referred to as Pandit Nehru (â€Å"pandit† being a Sanskrit and Hindi honorific meaning â€Å"scholar† or â€Å"teacher†) and, specifically in India, as Panditji (with â€Å"-ji† being a honorific suffix). The son of a wealthy Indian barrister and politician, Motilal Nehru, Nehru became a leader of the left wing of the Congress Pa rty when still fairly young.Rising to become Congress President, under the mentorship of Mahatma Gandhi, Nehru was a charismatic and radical leader, advocating complete independence from the British Empire. In the long struggle for Indian independence, in which he was a key player, Nehru was eventually recognized as Gandhi's political heir. Throughout his life, Nehru was also an advocate for Fabian socialism and the public sector as the means by which long-standing challenges of economic development could be addressed by poorer nations. Jawaharlal Nehru was born to Motilal Nehru (1861–1931) and Swaroop Rani (1863–1954) in a Kashmiri Pandit family.The Nehru family – Motilal Nehru is seated in the center, and standing (L to R) are Jawaharlal Nehru, Vijayalakshmi Pandit, Krishna Hutheesing, Indira Gandhi, and Ranjit Pandit; Seated: Swaroop Rani, Motilal Nehru and Kamala Nehru (circa 1927). Nehru was educated in India and Britain. In England, he attended the indepen dent boy's school, Harrow and Trinity College, Cambridge. Jawaharlal Nehru at Harrow, where he was also known as Joe Nehru. During his time in Britain, Nehru was also known as Joe Nehru. [5][6][7][8][9][10] On 8 February, 1916, Nehru married seventeen year old Kamala Kaul. In the irst year of the marriage, Kamala gave birth to their only child, Indira Priyadarshini. [edit] Life and career Nehru raised the flag of independent India in New Delhi on 15 August 1947, the day India gained Independence.Nehru's appreciation of the virtues of parliamentary democracy, secularism and liberalism, coupled with his concerns for the poor and underprivileged, are recognised to have guided him in formulating socialist policies that influence India to this day. They also reflect the socialist origins of his worldview. His daughter, Indira Gandhi, and grandson, Rajiv Gandhi, also served as Prime Ministers of India. edit] Successor to Gandhi On 15 January 1941 Gandhi said, â€Å"Some say Pandit Nehru and I were estranged. It will require much more than difference of opinion to estrange us. We had differences from the time we became co-workers and yet I have said for some years and say so now that not Rajaji but Jawaharlal will be my successor. â€Å"[11] [edit] India's first Prime Minister Teen Murti Bhavan, Nehru's residence as Prime Minister, now a museum in his memory. Nehru and his colleagues had been released as the British Cabinet Mission arrived to propose plans for transfer of power.Once elected, Nehru headed an interim government, which was impaired by outbreaks of communal violence and political disorder, and the opposition of the Muslim League led by Muhammad Ali Jinnah, who were demanding a separate Muslim state of Pakistan. After failed bids to form coalitions, Nehru reluctantly supported the partition of India, according to a plan released by the British on 3 June 1947. He took office as the Prime Minister of India on 15 August, and delivered his inaugural address titled â€Å"A Tryst With Destiny† â€Å"Long years ago we made a tryst with destiny, and now the time comes hen we shall redeem our pledge, not wholly or in full measure, but very substantially. At the stroke of the midnight hour, when the world sleeps, India will awake to life and freedom. A moment comes, which comes but rarely in history, when we step out from the old to the new, when an age ends, and when the soul of a nation, long suppressed, finds utterance. It is fitting that at this solemn moment we take the pledge of dedication to the service of India and her people and to the still larger cause of humanity. â€Å"[12] However, this period was marked with intense communal violence.This violence swept across the Punjab region, Delhi, Bengal and other parts of India. Nehru conducted joint tours[citation needed] with Pakistani leaders to encourage peace and calm angry and disillusioned refugees. Nehru would work with Maulana Azad and other Muslim leaders to safeguard and encourage Muslims to remain in India. The violence of the time deeply affected Nehru, who called for a ceasefire[citation needed] and UN intervention to stop the Indo-Pakistani War of 1947. Fearing communal reprisals, Nehru also hesitated in supporting the annexation of Hyderabad State.In the years following independence, Nehru frequently turned to his daughter Indira to look after him and manage his personal affairs. Under his leadership, the Congress won an overwhelming majority in the elections of 1952. Indira moved into Nehru's official residence to attend to him and became his constant companion in his travels across India and the world. Indira would virtually become Nehru's chief of staff. Nehru's study in Teen Murti Bhavan. [edit] Economic policies Nehru presided over the introduction of a modified, Indian version of state planning and control over the economy.Creating the Planning commission of India, Nehru drew up the first Five-Year Plan in 1951, which charted the gov ernment's investments in industries and agriculture. Increasing business and income taxes, Nehru envisaged a mixed economy in which the government would manage strategic industries such as mining, electricity and heavy industries, serving public interest and a check to private enterprise. Nehru pursued land redistribution and launched programmes to build irrigation canals, dams and spread the use of fertilizers to increase agricultural roduction. He also pioneered a series of community development programs aimed at spreading diverse cottage industries and increasing efficiency into rural India. While encouraging the construction of large dams (which Nehru called the â€Å"new temples of India†), irrigation works and the generation of hydroelectricity, Nehru also launched India's programme to harness nuclear energy. For most of Nehru's term as prime minister, India would continue to face serious food shortages despite progress and increases in agricultural production.Nehru's i ndustrial policies, summarised in the Industrial Policy Resolution of 1956, encouraged the growth of diverse manufacturing and heavy industries,[13] yet state planning, controls and regulations began to impair productivity, quality and profitability. Although the Indian economy enjoyed a steady rate of growth, called Hindu rate of growth at 2. 5% per annum, chronic unemployment amidst widespread poverty continued to plague the population. [edit] Education and social reform Jawaharlal Nehru was a passionate advocate of education for India's children and youth, believing it essential for India's future progress.His government oversaw the establishment of many institutions of higher learning, including the All India Institute of Medical Sciences, the Indian Institutes of Technology and the Indian Institutes of Management. Nehru also outlined a commitment in his five-year plans to guarantee free and compulsory primary education to all of India's children. For this purpose, Nehru oversaw the creation of mass village enrollment programmes and the construction of thousands of schools. Nehru also launched initiatives such as the provision of free milk and meals to children in order to fight malnutrition.Adult education centres, vocational and technical schools were also organised for adults, especially in the rural areas. Under Nehru, the Indian Parliament enacted many changes to Hindu law to criminalize caste discrimination and increase the legal rights and social freedoms of women[14][15][16] [17] A system of reservations in government services and educational institutions was created to eradicate the social inequalities and disadvantages faced by peoples of the scheduled castes and scheduled tribes. Nehru also championed secularism and religious harmony, increasing the representation of minorities in government. edit] National security and foreign policy See also: Role of India in Non-Aligned Movement Nehru led newly independent India from 1947 to 1964, during its first years of freedom from British rule. Both the United States and the Soviet Union competed to make India an ally throughout the Cold War. On the international scene, Nehru was a champion of pacifism and a strong supporter of the United Nations. He pioneered the policy of non-alignment and co-founded the Non-Aligned Movement of nations professing neutrality between the rival blocs of nations led by the U. S. and the U. S.S. R. Recognising the People's Republic of China soon after its founding (while most of the Western bloc continued relations with the Republic of China), Nehru argued for its inclusion in the United Nations and refused to brand the Chinese as the aggressors in their conflict with Korea. [18] He sought to establish warm and friendly relations with China in 1950, and hoped to act as an intermediary to bridge the gulf and tensions between the communist states and the Western bloc. Meanwhile, Nehru had promised in 1948 to hold a plebiscite in Kashmir under the auspic es of the U.N. but, as Pakistan failed to pull back troops in accordance with the UN resolution and as Nehru grew increasingly wary of the U. N. , he declined to hold a plebiscite in 1953. He ordered the arrest of the Kashmiri politician Sheikh Abdullah, whom he had previously supported but now suspected of harbouring separatist ambitions; Bakshi Ghulam Mohammad replaced him. His policy of pacifism and appeasement with respect to China also came unraveled when border disputes led to the Sino-Indian war in 1962.Jawaharlal Nehru (right) talks to Pakistan prime minister Muhammad Ali Bogra (left) during his 1953 visit to Karachi. Nehru was hailed by many for working to defuse global tensions and the threat of nuclear weapons. [19] He commissioned the first study of the human effects of nuclear explosions, and campaigned ceaselessly for the abolition of what he called â€Å"these frightful engines of destruction. † He also had pragmatic reasons for promoting de-nuclearisation, fea ring that a nuclear arms race would lead to over-militarisation that would be unaffordable for developing countries such as his own. 20] In 1956 he had criticised the joint invasion of the Suez Canal by the British, French and Israelis. Suspicion and distrust cooled relations between India and the U. S. , which suspected Nehru of tacitly supporting the Soviet Union. Accepting the arbitration of the UK and World Bank, Nehru signed the Indus Water Treaty in 1960 with Pakistani ruler Ayub Khan to resolve long-standing disputes about sharing the resources of the major rivers of the Punjab region. [edit] Final years Nehru with Ashoke Kumar Sen, S.Radhakrishnan and Bidhan Chandra RoyNehru had led the Congress to a major victory in the 1957 elections, but his government was facing rising problems and criticism. Disillusioned by intra-party corruption and bickering, Nehru contemplated resigning but continued to serve. The election of his daughter Indira as Congress President in 1959 aroused criticism for alleged nepotism[citation needed], although actually Nehru had disapproved of her election, partly because he considered it smacked of â€Å"dynastism†; he said, indeed it was â€Å"wholly undemocratic and an undesirable thing†, and refused her a position in his cabinet. 21] Indira herself was at loggerheads with her father over policy; most notably, she used his oft-stated personal deference to the Congress Working Committee to push through the dismissal of the Communist Party of India government in the state of Kerala, over his own objections. [21] Nehru began to be frequently embarrassed by her ruthlessness and disregard for parliamentary tradition, and was â€Å"hurt† by what he saw as an assertiveness with no purpose other than to stake out an identity independent of her father. [4]Although the Pancha Sila (Five Principles of Peaceful Coexistence) was the basis of the 1954 Sino-Indian border treaty, in later years, Nehru's foreign policy suff ered through increasing Chinese assertiveness over border disputes and Nehru's decision to grant political asylum to the 14th Dalai Lama. After years of failed negotiations, Nehru authorized the Indian Army to invade Goa in 1961, and then he annexed it to India. It increased his popularity, but he was criticized the use of military force. In the 1962 elections, Nehru led the Congress to victory yet with a diminished majority.Opposition parties ranging from the right-wing Bharatiya Jana Sangh and Swatantra Party, socialists and the Communist Party of India performed well. Public viewing of Nehru's body, which lies in state, in 1964; the gun carriage used for his state funeral was later used for the state funeral of Mother TeresaSince 1959, and this accelerated in 1961, Nehru adopted the â€Å"Forward Policy† of setting up military outposts in disputed areas of the Sino-Indian border, including in 43 outposts in territory not previously controlled by India. 22] China attacked s ome of these outposts, and thus the Sino-Indian War began, which India technically lost, but China gained no territory as it withdrew to pre-war lines. The war exposed the weaknesses of India's military, and Nehru was widely criticised for his government's insufficient attention to defence. In response, Nehru sacked the defence minister Krishna Menon and sought U. S. military aid, but Nehru's health began declining steadily, and he spent months recuperating in Kashmir through 1963.Some historians attribute this dramatic decline to his surprise and chagrin over the Sino-Indian War, which he perceived as a betrayal of trust. [23] Upon his return from Kashmir in May 1964, Nehru suffered a stroke and later a heart attack. He died in the early hours of 27 May 1964. Nehru was cremated in accordance with Hindu rites at the Shantivana on the banks of the Yamuna River, witnessed by hundreds of thousands of mourners who had flocked into the streets of Delhi and the cremation grounds. [edit] L egacy Nehru's statue in Aldwych, London.As India's first Prime minister and external affairs minister, Jawaharlal Nehru played a major role in shaping modern India's government and political culture along with sound foreign policy. He is praised for creating a system providing universal primary education, reaching children in the farthest corners of rural India. Nehru's education policy is also credited for the development of world-class educational institutions such as the All India Institute of Medical Sciences,[24] Indian Institutes of Technology,[25] and the Indian Institutes of Management. Nehru was a great man†¦ Nehru gave to Indians an image of themselves that I don't think others might have succeeded in doing. † – Sir Isaiah Berlin[26] In addition, Nehru's stance as an unfailing nationalist led him to also implement policies which stressed commonality among Indians while still appreciating regional diversities. This proved particularly important as post-Ind ependence differences surfaced since British withdrawal from the subcontinent prompted regional leaders to no longer relate to one another as allies against a common adversary.While differences of culture and, especially, language threatened the unity of the new nation, Nehru established programs such as the National Book Trust and the National Literary Academy which promoted the translation of regional literatures between languages and also organized the transfer of materials between regions. In pursuit of a single, unified India, Nehru warned, â€Å"Integrate or perish. â€Å"[27] [edit] Commemoration Nehru hands out sweets to children in Nongpoh Jawaharlal Nehru on a 1989 USSR commemorative stamp.In his lifetime, Jawaharlal Nehru enjoyed an iconic status in India and was widely admired across the world for his idealism and statesmanship. His birthday, 14 November, is celebrated in India as Baal Divas (Children's Day) in recognition of his lifelong passion and work for the welfa re, education and development of children and young people. Children across India remember him as Chacha Nehru (Uncle Nehru). Nehru remains a popular symbol of the Congress Party which frequently celebrates his memory.Congress leaders and activists often emulate his style of clothing, especially the Gandhi cap, and his mannerisms. Nehru's ideals and policies continue to shape the Congress Party's manifesto and core political philosophy. An emotional attachment to his legacy was instrumental in the rise of his daughter Indira to leadership of the Congress Party and the national government. Many documentaries about Nehru's life have been produced. He has also been portrayed in fictionalised films.The canonical performance is probably that of Roshan Seth, who played him three times: in Richard Attenborough's 1982 film Gandhi, Shyam Benegal's 1988 television series Bharat Ek Khoj, based on Nehru's The Discovery of India, and in a 2007 TV film entitled The Last Days of the Raj. [28] In K etan Mehta's film Sardar, Nehru was portrayed by Benjamin Gilani. Nehru's personal preference for the sherwani ensured that it continues to be considered formal wear in North India today; aside from lending his name to a kind of cap, the Nehru jacket is named in his honour due to his preference for that style.Numerous public institutions and memorials across India are dedicated to Nehru's memory. The Jawaharlal Nehru University in Delhi is among the most prestigious universities in India. The Jawaharlal Nehru Port near the city of Mumbai is a modern port and dock designed to handle a huge cargo and traffic load. Nehru's residence in Delhi is preserved as the Nehru Memorial Museum and Library. The Nehru family homes at Anand Bhavan and Swaraj Bhavan are also preserved to commemorate Nehru and his family's legacy. edit] Writings Nehru was a prolific writer in English and wrote a number of books, such as The Discovery of India, Glimpses of World History, and his autobiography, Towards Freedom. [edit] Awards In 1955 Nehru was awarded with Bharat Ratna, India's highest civilian honour. [29] [edit] Criticism D. D. Kosambi, a well-known Marxist historian, criticized Nehru in his article for the bourgeoisie class exploitation of Nehru's socialist ideology. [30]Jaswant Singh, a former leader of Bharatiya Janata Party (BJP), viewed Nehru, not Mohammad Ali Jinnah, as causing the partition of India, mostly referring to his highly centralised policies for an independent India in 1947, which Jinnah opposed in favour of a more decentralised India. The split between the two was among the causes of partition. It is believed that personal animosity between the two leaders led to the partition of India. [31][32] Singh was later expelled from the BJP for having favourable views on Jinnah. [ Jawaharlal Nehru Jawaharlal Nehru (Hindi/Kashmiri: , pronounced [d a r? la? l ? ne ru? ]; 14 November 1889–27 May 1964[4]) was an Indian statesman who was the first (and to date the longest-serving) prime minister of India, from 1947 until 1964. One of the leading figures in the Indian independence movement, Nehru was elected by the Congress Party to assume office as independent India's first Prime Minister, and re-elected when the Congress Party won India's first general election in 1952.As one of the founders of the Non-aligned Movement, he was also an important figure in the international politics of the post-war era. He is frequently referred to as Pandit Nehru (â€Å"pandit† being a Sanskrit and Hindi honorific meaning â€Å"scholar† or â€Å"teacher†) and, specifically in India, as Panditji (with â€Å"-ji† being a honorific suffix). The son of a wealthy Indian barrister and politician, Motilal Nehru, Nehru became a leader of the left wing of the Congress Pa rty when still fairly young.Rising to become Congress President, under the mentorship of Mahatma Gandhi, Nehru was a charismatic and radical leader, advocating complete independence from the British Empire. In the long struggle for Indian independence, in which he was a key player, Nehru was eventually recognized as Gandhi's political heir. Throughout his life, Nehru was also an advocate for Fabian socialism and the public sector as the means by which long-standing challenges of economic development could be addressed by poorer nations. Jawaharlal Nehru was born to Motilal Nehru (1861–1931) and Swaroop Rani (1863–1954) in a Kashmiri Pandit family.The Nehru family – Motilal Nehru is seated in the center, and standing (L to R) are Jawaharlal Nehru, Vijayalakshmi Pandit, Krishna Hutheesing, Indira Gandhi, and Ranjit Pandit; Seated: Swaroop Rani, Motilal Nehru and Kamala Nehru (circa 1927). Nehru was educated in India and Britain. In England, he attended the indepen dent boy's school, Harrow and Trinity College, Cambridge. Jawaharlal Nehru at Harrow, where he was also known as Joe Nehru. During his time in Britain, Nehru was also known as Joe Nehru. [5][6][7][8][9][10] On 8 February, 1916, Nehru married seventeen year old Kamala Kaul. In the irst year of the marriage, Kamala gave birth to their only child, Indira Priyadarshini. [edit] Life and career Nehru raised the flag of independent India in New Delhi on 15 August 1947, the day India gained Independence.Nehru's appreciation of the virtues of parliamentary democracy, secularism and liberalism, coupled with his concerns for the poor and underprivileged, are recognised to have guided him in formulating socialist policies that influence India to this day. They also reflect the socialist origins of his worldview. His daughter, Indira Gandhi, and grandson, Rajiv Gandhi, also served as Prime Ministers of India. edit] Successor to Gandhi On 15 January 1941 Gandhi said, â€Å"Some say Pandit Nehru and I were estranged. It will require much more than difference of opinion to estrange us. We had differences from the time we became co-workers and yet I have said for some years and say so now that not Rajaji but Jawaharlal will be my successor. â€Å"[11] [edit] India's first Prime Minister Teen Murti Bhavan, Nehru's residence as Prime Minister, now a museum in his memory. Nehru and his colleagues had been released as the British Cabinet Mission arrived to propose plans for transfer of power.Once elected, Nehru headed an interim government, which was impaired by outbreaks of communal violence and political disorder, and the opposition of the Muslim League led by Muhammad Ali Jinnah, who were demanding a separate Muslim state of Pakistan. After failed bids to form coalitions, Nehru reluctantly supported the partition of India, according to a plan released by the British on 3 June 1947. He took office as the Prime Minister of India on 15 August, and delivered his inaugural address titled â€Å"A Tryst With Destiny† â€Å"Long years ago we made a tryst with destiny, and now the time comes hen we shall redeem our pledge, not wholly or in full measure, but very substantially. At the stroke of the midnight hour, when the world sleeps, India will awake to life and freedom. A moment comes, which comes but rarely in history, when we step out from the old to the new, when an age ends, and when the soul of a nation, long suppressed, finds utterance. It is fitting that at this solemn moment we take the pledge of dedication to the service of India and her people and to the still larger cause of humanity. â€Å"[12] However, this period was marked with intense communal violence.This violence swept across the Punjab region, Delhi, Bengal and other parts of India. Nehru conducted joint tours[citation needed] with Pakistani leaders to encourage peace and calm angry and disillusioned refugees. Nehru would work with Maulana Azad and other Muslim leaders to safeguard and encourage Muslims to remain in India. The violence of the time deeply affected Nehru, who called for a ceasefire[citation needed] and UN intervention to stop the Indo-Pakistani War of 1947. Fearing communal reprisals, Nehru also hesitated in supporting the annexation of Hyderabad State.In the years following independence, Nehru frequently turned to his daughter Indira to look after him and manage his personal affairs. Under his leadership, the Congress won an overwhelming majority in the elections of 1952. Indira moved into Nehru's official residence to attend to him and became his constant companion in his travels across India and the world. Indira would virtually become Nehru's chief of staff. Nehru's study in Teen Murti Bhavan. [edit] Economic policies Nehru presided over the introduction of a modified, Indian version of state planning and control over the economy.Creating the Planning commission of India, Nehru drew up the first Five-Year Plan in 1951, which charted the gov ernment's investments in industries and agriculture. Increasing business and income taxes, Nehru envisaged a mixed economy in which the government would manage strategic industries such as mining, electricity and heavy industries, serving public interest and a check to private enterprise. Nehru pursued land redistribution and launched programmes to build irrigation canals, dams and spread the use of fertilizers to increase agricultural roduction. He also pioneered a series of community development programs aimed at spreading diverse cottage industries and increasing efficiency into rural India. While encouraging the construction of large dams (which Nehru called the â€Å"new temples of India†), irrigation works and the generation of hydroelectricity, Nehru also launched India's programme to harness nuclear energy. For most of Nehru's term as prime minister, India would continue to face serious food shortages despite progress and increases in agricultural production.Nehru's i ndustrial policies, summarised in the Industrial Policy Resolution of 1956, encouraged the growth of diverse manufacturing and heavy industries,[13] yet state planning, controls and regulations began to impair productivity, quality and profitability. Although the Indian economy enjoyed a steady rate of growth, called Hindu rate of growth at 2. 5% per annum, chronic unemployment amidst widespread poverty continued to plague the population. [edit] Education and social reform Jawaharlal Nehru was a passionate advocate of education for India's children and youth, believing it essential for India's future progress.His government oversaw the establishment of many institutions of higher learning, including the All India Institute of Medical Sciences, the Indian Institutes of Technology and the Indian Institutes of Management. Nehru also outlined a commitment in his five-year plans to guarantee free and compulsory primary education to all of India's children. For this purpose, Nehru oversaw the creation of mass village enrollment programmes and the construction of thousands of schools. Nehru also launched initiatives such as the provision of free milk and meals to children in order to fight malnutrition.Adult education centres, vocational and technical schools were also organised for adults, especially in the rural areas. Under Nehru, the Indian Parliament enacted many changes to Hindu law to criminalize caste discrimination and increase the legal rights and social freedoms of women[14][15][16] [17] A system of reservations in government services and educational institutions was created to eradicate the social inequalities and disadvantages faced by peoples of the scheduled castes and scheduled tribes. Nehru also championed secularism and religious harmony, increasing the representation of minorities in government. edit] National security and foreign policy See also: Role of India in Non-Aligned Movement Nehru led newly independent India from 1947 to 1964, during its first years of freedom from British rule. Both the United States and the Soviet Union competed to make India an ally throughout the Cold War. On the international scene, Nehru was a champion of pacifism and a strong supporter of the United Nations. He pioneered the policy of non-alignment and co-founded the Non-Aligned Movement of nations professing neutrality between the rival blocs of nations led by the U. S. and the U. S.S. R. Recognising the People's Republic of China soon after its founding (while most of the Western bloc continued relations with the Republic of China), Nehru argued for its inclusion in the United Nations and refused to brand the Chinese as the aggressors in their conflict with Korea. [18] He sought to establish warm and friendly relations with China in 1950, and hoped to act as an intermediary to bridge the gulf and tensions between the communist states and the Western bloc. Meanwhile, Nehru had promised in 1948 to hold a plebiscite in Kashmir under the auspic es of the U.N. but, as Pakistan failed to pull back troops in accordance with the UN resolution and as Nehru grew increasingly wary of the U. N. , he declined to hold a plebiscite in 1953. He ordered the arrest of the Kashmiri politician Sheikh Abdullah, whom he had previously supported but now suspected of harbouring separatist ambitions; Bakshi Ghulam Mohammad replaced him. His policy of pacifism and appeasement with respect to China also came unraveled when border disputes led to the Sino-Indian war in 1962.Jawaharlal Nehru (right) talks to Pakistan prime minister Muhammad Ali Bogra (left) during his 1953 visit to Karachi. Nehru was hailed by many for working to defuse global tensions and the threat of nuclear weapons. [19] He commissioned the first study of the human effects of nuclear explosions, and campaigned ceaselessly for the abolition of what he called â€Å"these frightful engines of destruction. † He also had pragmatic reasons for promoting de-nuclearisation, fea ring that a nuclear arms race would lead to over-militarisation that would be unaffordable for developing countries such as his own. 20] In 1956 he had criticised the joint invasion of the Suez Canal by the British, French and Israelis. Suspicion and distrust cooled relations between India and the U. S. , which suspected Nehru of tacitly supporting the Soviet Union. Accepting the arbitration of the UK and World Bank, Nehru signed the Indus Water Treaty in 1960 with Pakistani ruler Ayub Khan to resolve long-standing disputes about sharing the resources of the major rivers of the Punjab region. [edit] Final years Nehru with Ashoke Kumar Sen, S.Radhakrishnan and Bidhan Chandra RoyNehru had led the Congress to a major victory in the 1957 elections, but his government was facing rising problems and criticism. Disillusioned by intra-party corruption and bickering, Nehru contemplated resigning but continued to serve. The election of his daughter Indira as Congress President in 1959 aroused criticism for alleged nepotism[citation needed], although actually Nehru had disapproved of her election, partly because he considered it smacked of â€Å"dynastism†; he said, indeed it was â€Å"wholly undemocratic and an undesirable thing†, and refused her a position in his cabinet. 21] Indira herself was at loggerheads with her father over policy; most notably, she used his oft-stated personal deference to the Congress Working Committee to push through the dismissal of the Communist Party of India government in the state of Kerala, over his own objections. [21] Nehru began to be frequently embarrassed by her ruthlessness and disregard for parliamentary tradition, and was â€Å"hurt† by what he saw as an assertiveness with no purpose other than to stake out an identity independent of her father. [4]Although the Pancha Sila (Five Principles of Peaceful Coexistence) was the basis of the 1954 Sino-Indian border treaty, in later years, Nehru's foreign policy suff ered through increasing Chinese assertiveness over border disputes and Nehru's decision to grant political asylum to the 14th Dalai Lama. After years of failed negotiations, Nehru authorized the Indian Army to invade Goa in 1961, and then he annexed it to India. It increased his popularity, but he was criticized the use of military force. In the 1962 elections, Nehru led the Congress to victory yet with a diminished majority.Opposition parties ranging from the right-wing Bharatiya Jana Sangh and Swatantra Party, socialists and the Communist Party of India performed well. Public viewing of Nehru's body, which lies in state, in 1964; the gun carriage used for his state funeral was later used for the state funeral of Mother TeresaSince 1959, and this accelerated in 1961, Nehru adopted the â€Å"Forward Policy† of setting up military outposts in disputed areas of the Sino-Indian border, including in 43 outposts in territory not previously controlled by India. 22] China attacked s ome of these outposts, and thus the Sino-Indian War began, which India technically lost, but China gained no territory as it withdrew to pre-war lines. The war exposed the weaknesses of India's military, and Nehru was widely criticised for his government's insufficient attention to defence. In response, Nehru sacked the defence minister Krishna Menon and sought U. S. military aid, but Nehru's health began declining steadily, and he spent months recuperating in Kashmir through 1963.Some historians attribute this dramatic decline to his surprise and chagrin over the Sino-Indian War, which he perceived as a betrayal of trust. [23] Upon his return from Kashmir in May 1964, Nehru suffered a stroke and later a heart attack. He died in the early hours of 27 May 1964. Nehru was cremated in accordance with Hindu rites at the Shantivana on the banks of the Yamuna River, witnessed by hundreds of thousands of mourners who had flocked into the streets of Delhi and the cremation grounds. [edit] L egacy Nehru's statue in Aldwych, London.As India's first Prime minister and external affairs minister, Jawaharlal Nehru played a major role in shaping modern India's government and political culture along with sound foreign policy. He is praised for creating a system providing universal primary education, reaching children in the farthest corners of rural India. Nehru's education policy is also credited for the development of world-class educational institutions such as the All India Institute of Medical Sciences,[24] Indian Institutes of Technology,[25] and the Indian Institutes of Management. Nehru was a great man†¦ Nehru gave to Indians an image of themselves that I don't think others might have succeeded in doing. † – Sir Isaiah Berlin[26] In addition, Nehru's stance as an unfailing nationalist led him to also implement policies which stressed commonality among Indians while still appreciating regional diversities. This proved particularly important as post-Ind ependence differences surfaced since British withdrawal from the subcontinent prompted regional leaders to no longer relate to one another as allies against a common adversary.While differences of culture and, especially, language threatened the unity of the new nation, Nehru established programs such as the National Book Trust and the National Literary Academy which promoted the translation of regional literatures between languages and also organized the transfer of materials between regions. In pursuit of a single, unified India, Nehru warned, â€Å"Integrate or perish. â€Å"[27] [edit] Commemoration Nehru hands out sweets to children in Nongpoh Jawaharlal Nehru on a 1989 USSR commemorative stamp.In his lifetime, Jawaharlal Nehru enjoyed an iconic status in India and was widely admired across the world for his idealism and statesmanship. His birthday, 14 November, is celebrated in India as Baal Divas (Children's Day) in recognition of his lifelong passion and work for the welfa re, education and development of children and young people. Children across India remember him as Chacha Nehru (Uncle Nehru). Nehru remains a popular symbol of the Congress Party which frequently celebrates his memory.Congress leaders and activists often emulate his style of clothing, especially the Gandhi cap, and his mannerisms. Nehru's ideals and policies continue to shape the Congress Party's manifesto and core political philosophy. An emotional attachment to his legacy was instrumental in the rise of his daughter Indira to leadership of the Congress Party and the national government. Many documentaries about Nehru's life have been produced. He has also been portrayed in fictionalised films.The canonical performance is probably that of Roshan Seth, who played him three times: in Richard Attenborough's 1982 film Gandhi, Shyam Benegal's 1988 television series Bharat Ek Khoj, based on Nehru's The Discovery of India, and in a 2007 TV film entitled The Last Days of the Raj. [28] In K etan Mehta's film Sardar, Nehru was portrayed by Benjamin Gilani. Nehru's personal preference for the sherwani ensured that it continues to be considered formal wear in North India today; aside from lending his name to a kind of cap, the Nehru jacket is named in his honour due to his preference for that style.Numerous public institutions and memorials across India are dedicated to Nehru's memory. The Jawaharlal Nehru University in Delhi is among the most prestigious universities in India. The Jawaharlal Nehru Port near the city of Mumbai is a modern port and dock designed to handle a huge cargo and traffic load. Nehru's residence in Delhi is preserved as the Nehru Memorial Museum and Library. The Nehru family homes at Anand Bhavan and Swaraj Bhavan are also preserved to commemorate Nehru and his family's legacy. edit] Writings Nehru was a prolific writer in English and wrote a number of books, such as The Discovery of India, Glimpses of World History, and his autobiography, Towards Freedom. [edit] Awards In 1955 Nehru was awarded with Bharat Ratna, India's highest civilian honour. [29] [edit] Criticism D. D. Kosambi, a well-known Marxist historian, criticized Nehru in his article for the bourgeoisie class exploitation of Nehru's socialist ideology. [30]Jaswant Singh, a former leader of Bharatiya Janata Party (BJP), viewed Nehru, not Mohammad Ali Jinnah, as causing the partition of India, mostly referring to his highly centralised policies for an independent India in 1947, which Jinnah opposed in favour of a more decentralised India. The split between the two was among the causes of partition. It is believed that personal animosity between the two leaders led to the partition of India. [31][32] Singh was later expelled from the BJP for having favourable views on Jinnah. [ Jawaharlal Nehru Jawaharlal Nehru (Hindi/Kashmiri: , pronounced [d a r? la? l ? ne ru? ]; 14 November 1889–27 May 1964[4]) was an Indian statesman who was the first (and to date the longest-serving) prime minister of India, from 1947 until 1964. One of the leading figures in the Indian independence movement, Nehru was elected by the Congress Party to assume office as independent India's first Prime Minister, and re-elected when the Congress Party won India's first general election in 1952.As one of the founders of the Non-aligned Movement, he was also an important figure in the international politics of the post-war era. He is frequently referred to as Pandit Nehru (â€Å"pandit† being a Sanskrit and Hindi honorific meaning â€Å"scholar† or â€Å"teacher†) and, specifically in India, as Panditji (with â€Å"-ji† being a honorific suffix). The son of a wealthy Indian barrister and politician, Motilal Nehru, Nehru became a leader of the left wing of the Congress Pa rty when still fairly young.Rising to become Congress President, under the mentorship of Mahatma Gandhi, Nehru was a charismatic and radical leader, advocating complete independence from the British Empire. In the long struggle for Indian independence, in which he was a key player, Nehru was eventually recognized as Gandhi's political heir. Throughout his life, Nehru was also an advocate for Fabian socialism and the public sector as the means by which long-standing challenges of economic development could be addressed by poorer nations. Jawaharlal Nehru was born to Motilal Nehru (1861–1931) and Swaroop Rani (1863–1954) in a Kashmiri Pandit family.The Nehru family – Motilal Nehru is seated in the center, and standing (L to R) are Jawaharlal Nehru, Vijayalakshmi Pandit, Krishna Hutheesing, Indira Gandhi, and Ranjit Pandit; Seated: Swaroop Rani, Motilal Nehru and Kamala Nehru (circa 1927). Nehru was educated in India and Britain. In England, he attended the indepen dent boy's school, Harrow and Trinity College, Cambridge. Jawaharlal Nehru at Harrow, where he was also known as Joe Nehru. During his time in Britain, Nehru was also known as Joe Nehru. [5][6][7][8][9][10] On 8 February, 1916, Nehru married seventeen year old Kamala Kaul. In the irst year of the marriage, Kamala gave birth to their only child, Indira Priyadarshini. [edit] Life and career Nehru raised the flag of independent India in New Delhi on 15 August 1947, the day India gained Independence.Nehru's appreciation of the virtues of parliamentary democracy, secularism and liberalism, coupled with his concerns for the poor and underprivileged, are recognised to have guided him in formulating socialist policies that influence India to this day. They also reflect the socialist origins of his worldview. His daughter, Indira Gandhi, and grandson, Rajiv Gandhi, also served as Prime Ministers of India. edit] Successor to Gandhi On 15 January 1941 Gandhi said, â€Å"Some say Pandit Nehru and I were estranged. It will require much more than difference of opinion to estrange us. We had differences from the time we became co-workers and yet I have said for some years and say so now that not Rajaji but Jawaharlal will be my successor. â€Å"[11] [edit] India's first Prime Minister Teen Murti Bhavan, Nehru's residence as Prime Minister, now a museum in his memory. Nehru and his colleagues had been released as the British Cabinet Mission arrived to propose plans for transfer of power.Once elected, Nehru headed an interim government, which was impaired by outbreaks of communal violence and political disorder, and the opposition of the Muslim League led by Muhammad Ali Jinnah, who were demanding a separate Muslim state of Pakistan. After failed bids to form coalitions, Nehru reluctantly supported the partition of India, according to a plan released by the British on 3 June 1947. He took office as the Prime Minister of India on 15 August, and delivered his inaugural address titled â€Å"A Tryst With Destiny† â€Å"Long years ago we made a tryst with destiny, and now the time comes hen we shall redeem our pledge, not wholly or in full measure, but very substantially. At the stroke of the midnight hour, when the world sleeps, India will awake to life and freedom. A moment comes, which comes but rarely in history, when we step out from the old to the new, when an age ends, and when the soul of a nation, long suppressed, finds utterance. It is fitting that at this solemn moment we take the pledge of dedication to the service of India and her people and to the still larger cause of humanity. â€Å"[12] However, this period was marked with intense communal violence.This violence swept across the Punjab region, Delhi, Bengal and other parts of India. Nehru conducted joint tours[citation needed] with Pakistani leaders to encourage peace and calm angry and disillusioned refugees. Nehru would work with Maulana Azad and other Muslim leaders to safeguard and encourage Muslims to remain in India. The violence of the time deeply affected Nehru, who called for a ceasefire[citation needed] and UN intervention to stop the Indo-Pakistani War of 1947. Fearing communal reprisals, Nehru also hesitated in supporting the annexation of Hyderabad State.In the years following independence, Nehru frequently turned to his daughter Indira to look after him and manage his personal affairs. Under his leadership, the Congress won an overwhelming majority in the elections of 1952. Indira moved into Nehru's official residence to attend to him and became his constant companion in his travels across India and the world. Indira would virtually become Nehru's chief of staff. Nehru's study in Teen Murti Bhavan. [edit] Economic policies Nehru presided over the introduction of a modified, Indian version of state planning and control over the economy.Creating the Planning commission of India, Nehru drew up the first Five-Year Plan in 1951, which charted the gov ernment's investments in industries and agriculture. Increasing business and income taxes, Nehru envisaged a mixed economy in which the government would manage strategic industries such as mining, electricity and heavy industries, serving public interest and a check to private enterprise. Nehru pursued land redistribution and launched programmes to build irrigation canals, dams and spread the use of fertilizers to increase agricultural roduction. He also pioneered a series of community development programs aimed at spreading diverse cottage industries and increasing efficiency into rural India. While encouraging the construction of large dams (which Nehru called the â€Å"new temples of India†), irrigation works and the generation of hydroelectricity, Nehru also launched India's programme to harness nuclear energy. For most of Nehru's term as prime minister, India would continue to face serious food shortages despite progress and increases in agricultural production.Nehru's i ndustrial policies, summarised in the Industrial Policy Resolution of 1956, encouraged the growth of diverse manufacturing and heavy industries,[13] yet state planning, controls and regulations began to impair productivity, quality and profitability. Although the Indian economy enjoyed a steady rate of growth, called Hindu rate of growth at 2. 5% per annum, chronic unemployment amidst widespread poverty continued to plague the population. [edit] Education and social reform Jawaharlal Nehru was a passionate advocate of education for India's children and youth, believing it essential for India's future progress.His government oversaw the establishment of many institutions of higher learning, including the All India Institute of Medical Sciences, the Indian Institutes of Technology and the Indian Institutes of Management. Nehru also outlined a commitment in his five-year plans to guarantee free and compulsory primary education to all of India's children. For this purpose, Nehru oversaw the creation of mass village enrollment programmes and the construction of thousands of schools. Nehru also launched initiatives such as the provision of free milk and meals to children in order to fight malnutrition.Adult education centres, vocational and technical schools were also organised for adults, especially in the rural areas. Under Nehru, the Indian Parliament enacted many changes to Hindu law to criminalize caste discrimination and increase the legal rights and social freedoms of women[14][15][16] [17] A system of reservations in government services and educational institutions was created to eradicate the social inequalities and disadvantages faced by peoples of the scheduled castes and scheduled tribes. Nehru also championed secularism and religious harmony, increasing the representation of minorities in government. edit] National security and foreign policy See also: Role of India in Non-Aligned Movement Nehru led newly independent India from 1947 to 1964, during its first years of freedom from British rule. Both the United States and the Soviet Union competed to make India an ally throughout the Cold War. On the international scene, Nehru was a champion of pacifism and a strong supporter of the United Nations. He pioneered the policy of non-alignment and co-founded the Non-Aligned Movement of nations professing neutrality between the rival blocs of nations led by the U. S. and the U. S.S. R. Recognising the People's Republic of China soon after its founding (while most of the Western bloc continued relations with the Republic of China), Nehru argued for its inclusion in the United Nations and refused to brand the Chinese as the aggressors in their conflict with Korea. [18] He sought to establish warm and friendly relations with China in 1950, and hoped to act as an intermediary to bridge the gulf and tensions between the communist states and the Western bloc. Meanwhile, Nehru had promised in 1948 to hold a plebiscite in Kashmir under the auspic es of the U.N. but, as Pakistan failed to pull back troops in accordance with the UN resolution and as Nehru grew increasingly wary of the U. N. , he declined to hold a plebiscite in 1953. He ordered the arrest of the Kashmiri politician Sheikh Abdullah, whom he had previously supported but now suspected of harbouring separatist ambitions; Bakshi Ghulam Mohammad replaced him. His policy of pacifism and appeasement with respect to China also came unraveled when border disputes led to the Sino-Indian war in 1962.Jawaharlal Nehru (right) talks to Pakistan prime minister Muhammad Ali Bogra (left) during his 1953 visit to Karachi. Nehru was hailed by many for working to defuse global tensions and the threat of nuclear weapons. [19] He commissioned the first study of the human effects of nuclear explosions, and campaigned ceaselessly for the abolition of what he called â€Å"these frightful engines of destruction. † He also had pragmatic reasons for promoting de-nuclearisation, fea ring that a nuclear arms race would lead to over-militarisation that would be unaffordable for developing countries such as his own. 20] In 1956 he had criticised the joint invasion of the Suez Canal by the British, French and Israelis. Suspicion and distrust cooled relations between India and the U. S. , which suspected Nehru of tacitly supporting the Soviet Union. Accepting the arbitration of the UK and World Bank, Nehru signed the Indus Water Treaty in 1960 with Pakistani ruler Ayub Khan to resolve long-standing disputes about sharing the resources of the major rivers of the Punjab region. [edit] Final years Nehru with Ashoke Kumar Sen, S.Radhakrishnan and Bidhan Chandra RoyNehru had led the Congress to a major victory in the 1957 elections, but his government was facing rising problems and criticism. Disillusioned by intra-party corruption and bickering, Nehru contemplated resigning but continued to serve. The election of his daughter Indira as Congress President in 1959 aroused criticism for alleged nepotism[citation needed], although actually Nehru had disapproved of her election, partly because he considered it smacked of â€Å"dynastism†; he said, indeed it was â€Å"wholly undemocratic and an undesirable thing†, and refused her a position in his cabinet. 21] Indira herself was at loggerheads with her father over policy; most notably, she used his oft-stated personal deference to the Congress Working Committee to push through the dismissal of the Communist Party of India government in the state of Kerala, over his own objections. [21] Nehru began to be frequently embarrassed by her ruthlessness and disregard for parliamentary tradition, and was â€Å"hurt† by what he saw as an assertiveness with no purpose other than to stake out an identity independent of her father. [4]Although the Pancha Sila (Five Principles of Peaceful Coexistence) was the basis of the 1954 Sino-Indian border treaty, in later years, Nehru's foreign policy suff ered through increasing Chinese assertiveness over border disputes and Nehru's decision to grant political asylum to the 14th Dalai Lama. After years of failed negotiations, Nehru authorized the Indian Army to invade Goa in 1961, and then he annexed it to India. It increased his popularity, but he was criticized the use of military force. In the 1962 elections, Nehru led the Congress to victory yet with a diminished majority.Opposition parties ranging from the right-wing Bharatiya Jana Sangh and Swatantra Party, socialists and the Communist Party of India performed well. Public viewing of Nehru's body, which lies in state, in 1964; the gun carriage used for his state funeral was later used for the state funeral of Mother TeresaSince 1959, and this accelerated in 1961, Nehru adopted the â€Å"Forward Policy† of setting up military outposts in disputed areas of the Sino-Indian border, including in 43 outposts in territory not previously controlled by India. 22] China attacked s ome of these outposts, and thus the Sino-Indian War began, which India technically lost, but China gained no territory as it withdrew to pre-war lines. The war exposed the weaknesses of India's military, and Nehru was widely criticised for his government's insufficient attention to defence. In response, Nehru sacked the defence minister Krishna Menon and sought U. S. military aid, but Nehru's health began declining steadily, and he spent months recuperating in Kashmir through 1963.Some historians attribute this dramatic decline to his surprise and chagrin over the Sino-Indian War, which he perceived as a betrayal of trust. [23] Upon his return from Kashmir in May 1964, Nehru suffered a stroke and later a heart attack. He died in the early hours of 27 May 1964. Nehru was cremated in accordance with Hindu rites at the Shantivana on the banks of the Yamuna River, witnessed by hundreds of thousands of mourners who had flocked into the streets of Delhi and the cremation grounds. [edit] L egacy Nehru's statue in Aldwych, London.As India's first Prime minister and external affairs minister, Jawaharlal Nehru played a major role in shaping modern India's government and political culture along with sound foreign policy. He is praised for creating a system providing universal primary education, reaching children in the farthest corners of rural India. Nehru's education policy is also credited for the development of world-class educational institutions such as the All India Institute of Medical Sciences,[24] Indian Institutes of Technology,[25] and the Indian Institutes of Management. Nehru was a great man†¦ Nehru gave to Indians an image of themselves that I don't think others might have succeeded in doing. † – Sir Isaiah Berlin[26] In addition, Nehru's stance as an unfailing nationalist led him to also implement policies which stressed commonality among Indians while still appreciating regional diversities. This proved particularly important as post-Ind ependence differences surfaced since British withdrawal from the subcontinent prompted regional leaders to no longer relate to one another as allies against a common adversary.While differences of culture and, especially, language threatened the unity of the new nation, Nehru established programs such as the National Book Trust and the National Literary Academy which promoted the translation of regional literatures between languages and also organized the transfer of materials between regions. In pursuit of a single, unified India, Nehru warned, â€Å"Integrate or perish. â€Å"[27] [edit] Commemoration Nehru hands out sweets to children in Nongpoh Jawaharlal Nehru on a 1989 USSR commemorative stamp.In his lifetime, Jawaharlal Nehru enjoyed an iconic status in India and was widely admired across the world for his idealism and statesmanship. His birthday, 14 November, is celebrated in India as Baal Divas (Children's Day) in recognition of his lifelong passion and work for the welfa re, education and development of children and young people. Children across India remember him as Chacha Nehru (Uncle Nehru). Nehru remains a popular symbol of the Congress Party which frequently celebrates his memory.Congress leaders and activists often emulate his style of clothing, especially the Gandhi cap, and his mannerisms. Nehru's ideals and policies continue to shape the Congress Party's manifesto and core political philosophy. An emotional attachment to his legacy was instrumental in the rise of his daughter Indira to leadership of the Congress Party and the national government. Many documentaries about Nehru's life have been produced. He has also been portrayed in fictionalised films.The canonical performance is probably that of Roshan Seth, who played him three times: in Richard Attenborough's 1982 film Gandhi, Shyam Benegal's 1988 television series Bharat Ek Khoj, based on Nehru's The Discovery of India, and in a 2007 TV film entitled The Last Days of the Raj. [28] In K etan Mehta's film Sardar, Nehru was portrayed by Benjamin Gilani. Nehru's personal preference for the sherwani ensured that it continues to be considered formal wear in North India today; aside from lending his name to a kind of cap, the Nehru jacket is named in his honour due to his preference for that style.Numerous public institutions and memorials across India are dedicated to Nehru's memory. The Jawaharlal Nehru University in Delhi is among the most prestigious universities in India. The Jawaharlal Nehru Port near the city of Mumbai is a modern port and dock designed to handle a huge cargo and traffic load. Nehru's residence in Delhi is preserved as the Nehru Memorial Museum and Library. The Nehru family homes at Anand Bhavan and Swaraj Bhavan are also preserved to commemorate Nehru and his family's legacy. edit] Writings Nehru was a prolific writer in English and wrote a number of books, such as The Discovery of India, Glimpses of World History, and his autobiography, Towards Freedom. [edit] Awards In 1955 Nehru was awarded with Bharat Ratna, India's highest civilian honour. [29] [edit] Criticism D. D. Kosambi, a well-known Marxist historian, criticized Nehru in his article for the bourgeoisie class exploitation of Nehru's socialist ideology. [30]Jaswant Singh, a former leader of Bharatiya Janata Party (BJP), viewed Nehru, not Mohammad Ali Jinnah, as causing the partition of India, mostly referring to his highly centralised policies for an independent India in 1947, which Jinnah opposed in favour of a more decentralised India. The split between the two was among the causes of partition. It is believed that personal animosity between the two leaders led to the partition of India. [31][32] Singh was later expelled from the BJP for having favourable views on Jinnah. [