Author Topic: Articles By Hoshiyar Singh Bhandari - श्री होशियार सिंह भण्डारी जी के लेख (Read 13227 times)

Lt.col.(retd)H.S. Bhandari · « **Reply #20 on:** April 17, 2009, 11:57:30 AM »

ENOUGH IS ENOUGH

In May 1992 I went to the Canteen Stores Depot at Brahmana-di-bari (BD Bari) in Jammu in connection with the demand and collection of CSD stores for our canteen at Nagrota. In the office of the Accounts Officer, I found his wall calendar still showing Feb. I humoured him by pointing out the ‘slow march’ of the calendar. He immediately asked one of his subordinates to turn the pages. But he could not do it. I quipped, “Is he a ‘category’?” He kept mum. In the Army a ‘category’ means low medical category who are not fit for war in that state of health. One has to be upgraded for promotion and the war-worthiness.

This canteen official, later expressed his helplessness in getting the work done from these category personnel. He said the person was recruited in the quota and got promotion in the quota. His inability to flip the calendar pages had more to do with his not working rather than lack of his intelligence and education or caste constraint. Once he got the job as a ‘special’ category he took it as his ‘birth’ right and nobody could tell him to perform. Ideally, he should have perished for non-performance but the statute gets him promoted instead. Now there are half of this privileged people in their department. The story repeats in every Govt. department. The other half is throttled, harassed and overworked.

The above case is just a pointer. If we give a serious thought to what is causing scams in various Govt. departments, we will realize that the “boss” has reached there through a special corridor (bypass or ring-road) without confronting the traffic jams en route. He has tasted the fruit without toil & harvest. Now he can not check the faults of the system. He has superseded other ‘general’ category workers who actually work and get stagnated. The ‘category’ boss has become the authorized signatory but he has not acquired the skill and competence to detect the acts of omission and commission. And the scams happen.

Other area where the affects of category conflict are potently visible is the Police (including the Central Police Organisations). When the Naxals or terrorists strike, the ‘armed’ policemen get killed or overpowered and they quietly hand over the arms and ammunition to their attackers. It happens because they were not deserving in the first place, to join the force and after joining, they haven’t worked hard to competance. They are assured of their security of job and special openings for promotion. No one can point a finger at their ill training, ill performance and ill behaviour. The other half sulks.

In contrast, the Army does not discriminate on the basis of caste or community. Every officer and jawan belongs to the Army, his caste is soldier and his faith is security of the country and its people, and in the process he is prepared to make the supreme sacrifice. And there is no quota for these acts of valour, glory and sacrifice.

If the reservation was for the deprived sections of society, then how long Madam Maya, the millionaire, will remain a Dalit ? Dalit in the Hindi is equivalent of downtrodden (oppressed, badly treated). Having ruled the biggest State of India for so many years (with golden globes) and made millions and millions of dollars for herself, she still remains a Dalit and gets elected from a reserved constituency. Same is the case with Paswan. Since Mayawati has hijacked the Dalit cause, Paswan is flouting the Muslim card. He wants all Bangladeshi terrorists to be made Indian citizens and as Cabinet Minister expressed his views to snap all ties with Israel. Having been in the Union Cabinet all these years he still remains an “oppressed” leader and seeks benefits of Dalits.

With the national security scenario becoming what it is, should we have ‘reserved’ security personnel, ‘reserved’ bureaucracy and also the ‘reserved’ leadership? My views may not amuse many, but if we wish to live safe, and develop, grow and prosper, we will have to bring in meritocracy into all our systems. Untouchability has long gone. Most of us were born when there was no such practice. Why should we suffer for that perceived wrong which we did not do.

And, what about our children?

Lt.col.(retd)H.S. Bhandari · « **Reply #21 on:** May 14, 2009, 11:03:36 AM »

KG (Kitchen Garden ) ECONOMICS

I am from Pithoragarh. My wife comes from Patiala. I am a Pahari and she, a Punjabi. If there is poverty in the Hills, Punjab is acknowledged to be most prosperous. In working out a balance between income and the outgo, the principles of economics also differ. In our scheme of things, if the income is fixed and expenditures rise, we cut down on spending to balance the budget. But in Punjabi economics, you don’t cut down on your expenditure but increase the income, instead.

Having been married for over three decades now, we have stitched a working (and winning, at times) combination. Now we have almost similar views on our economics. Just read this. One day I forgot to switch off the geyser. While taking bath, I took more time than usual. She had laid the breakfast and came calling me. I said that since the electricity bill has been increased due to overheating of the water, I might as well use that and enjoy. She retorted back, “Bijli ka bill to bada hi diya, ab pani ka bill kyon bada rahe ho ? ”

The above humorous narration of our economic sense was just by the way. What I intend covering now is about the Kitchen Garden (KG) economics. I have some open space available where a small kitchen garden could be raised. So I planned to sow Kaddu, Torai and Karelas. Having prepared the beds, arranged for the manure, I planted. These were summer days. The water costs Rs. 15 per kilolitre. I watered them both times. These plants gave me happiness and helped decrease my blood pressure. I tended and loved them like my own children. Every new leaf or a flower added to my happiness; it was a routine I couldn’t do without.

These plants flowered and gave the ‘fruit’ on expected lines. We cooked these vegetables with emotions and enjoyed every bit of our garden’s produce. But if you consider the cost of inputs to the returns, it was a huge loss by all yardsticks. The seasonal variety goes very cheap in Mhow. Our kaddu was same as the marketed product, the latter being very cheap and abundantly available.

In fact when our Kitchen Garden had produced the yield, the market was flooded with similar variety. So the kitchen garden economics was nothing but emotional atyachaar and financially a loss making venture. But then, money does not always matter. The love that I got from the plants (my own), I couldn’t have purchased it from open market even at huge bargains. In fact I took pride in showing my veggy plants to all the visitors and described each and every development that happened there.

To sum it up, I can only say that the economics of Kitchen Garden (KG) is more of art (emotions, love, belonging, happiness) than science (inputs, outputs, income, outgo, etc) because money is only a means to happiness. It is not the ultimate. Anything that gives you peace, joy, affection and fulfillment, must be done. A hobby that brings cheer in you heart should be pursued irrespective of the principles of business economics.

Self actualisation, shall we say?

Lt Col(Retd) H S Bhandari

Lt.col.(retd)H.S. Bhandari · « **Reply #22 on:** May 14, 2009, 01:11:45 PM »

Can You Afford to Retire?

(Retirement: You know you are retired when you know the answers to all the questions, but there isn’t anyone seeking these answers from you.)

BY MOST people’s definition, retirement is the process of concluding their professional working life and focusing on leisure activities and social relationships. It means saying goodbye to the workforce after three or four decades of long hours and hard work. And after those years of the daily grind, retirees can look forward to a more relaxed and enjoyable period without the burden of work. Or can they?

Though the prospect of not having to get up early and go to work every day has its appeal, retirement brings with it a different set of challenges for retirees, such as the possibility of less income and a lack of meaningful activities to fill each day. It also presents a significant challenge to governments and society in general.

When Count Otto Von Bismarck introduced the concept of retirement and the retirement age of 65 to the world and specifically to the Prussian army in the late 1800s, life expectancy for most men was around 50 years of age. Two hundred years later, in most countries, people are experiencing a progressive increase in life expectancy caused by better health, better diets, breakthroughs in medical research and the elimination of many diseases.

It is estimated that people are living up to 100 days longer each year going forward. So, if life expectancy in a country is 75 years of age today, in another 30 years or so, it will be 85 years of age. With men and women living well into their 80s, most people will not only reach retirement age but also live for many years in a state of retirement. For example, if someone leaves university to join the workforce at 21, retires at 55 (which in some countries is the mandatory age for retiring) and dies at 89 years of age, he will have spent 34 years in the workforce followed by 34 years of retirement.

By this calculation, people need to remain in the workforce for a greater period of time than previous generations so they can accumulate enough savings to ensure a quality retirement and avoid being dependent on welfare schemes or other people for support.

As significant as funding retirement, is later life planning. This requires careful consideration to ensure retirement is a positive, enjoyable and fulfilling experience. Sitting on the sofa contemplating the “autumn years” of life may initially be blissful but on a prolonged basis, it will rapidly deteriorate into an unhappy state of retirement and may send a retiree and, quite possibly his or her spouse, to an early grave.

Research statistics have shown that people who retire and do nothing have an average life expectancy of five to six years in retirement and not the potential 25 plus years indicated earlier. Retiring and doing nothing, is not an option – planning for the next exciting phase of life is mandatory.

I strongly advise people planning their retirement to do so at least five to 10 years in advance. This could mean that 10 years before retirement, a transitional plan is developed that bridges the gap between full-time work and stopping work altogether. This plan could incorporate activities where new interests – hobbies, sports, education, not-for-profit work and part-time paid work – provide a balanced portfolio career that eases the transition and creates what is known today as “active” retirement.

The important value of this step is that it will almost certainly result in a long and happy retirement period. Retirement, however, is not just an issue for individuals; it is emerging as a major challenge for governments around the world.

Increased life expectancy places greater stress on healthcare services, housing, social welfare and services associated with retirement care. At the heart of the retirement dilemma for governments is the fact that more people are leaving the workforce than entering it.

There has been a progressive reduction in retirement ages from 65 to 60 and even 55 over the last decade or so in many countries. This is due to a constant and seemingly endless supply of school and university leavers joining the workforce, creating pressure on employers to encourage older workers to leave their employment, voluntarily or involuntarily. In contrast to the last 30 years, the trend of a large and available pool of new people constantly joining the workforce is about to reverse. There will be more people leaving than joining unless there is a willingness on the part of employers and employees to change the current concept of employment and retirement.

Both sides of the employment spectrum will need to embrace greater flexibility in employment and break the intrinsic and direct link between seniority in age and seniority within the ranks of an organization.

Lt.col.(retd)H.S. Bhandari · « **Reply #23 on:** May 25, 2009, 01:54:21 PM »

DEEPAWALI IN SINGAPORE

I wrote this article for Free Press,Indore soon after I came back from Singapore.

Singapore has four national holidays--New Year, Chinese New Year, Deepawali and Christmas. This year, the Deepawali was celebrated on 27 Oct there, but in India it was on 28 Oct and accordingly, it was a gazetted holiday here. When queried, nobody could give convincing reasons why Singapore always celebrated Deepawali a day before it happened in India. On my return, when I saw the list of holidays, 27 Oct, a restricted holiday, has been marked as ‘Deepavali (South India)’.

Deepawali is a big festival in Singapore and the greeting billboards and banners were in full view across the island nation, almost since a fortnight preceding the occasion. President and the Prime Minister sent the greetings through the national media and themselves attended the festivities. Though the total population of Indian origin citizens is about 8%, the majority is Tamil. ‘Little India’ has a high concentration of ethnic Indians. In addition, there are about two lakh temporary visitors from India who are on contracted work permits (called foreign workers, mostly belonging to Tamil Nadu and Andhra Pradesh). Little India had the majority of Deepawali revelers descending, thus giving it a look of any South Indian town and it became a crowded Chennai street on Deepawali. I have not seen such enthusiasm and fervour even in the country of their origin, that is, India. It speaks volumes of the rooting and cultural identity carried forward through generations.

28 Oct was also a Deepawali festival there. All those Indians who have families and relatives back home, celebrated it on the 28th in tune with India. This lot is generally North Indian ‘white collared’ affluent and upwardly moving working class. (I believe there are some tensions, lately, between the original Indians and the new ‘IT’ generation, due to the economic and cultural outlooks, devide and differentials!)

29 Oct was the Deepawali and New Year Day for the Gujarati business community. Thus for a small country like Singapore, Deepawali celebration was spread over three days - full of fun, frolic and festivities. It was also an occasion to identify the Indian households. The electric bulbs (Laris) and Dias illuminated these homes. The Singapore skyline had quite a number of ‘Deepawali’ flats. The spectacle was special and filled a strong ethnic and nationalistic sense in all of us.

Having seen the celebrations there, it was easy to believe that the Deepawali (Deep + Aawali / diyon ki kataar, literally) might have been celebrated across the Globe because Indians are in every corner of the universe. Deepawali, therefore, becomes our national as well as international festival and we should be proud of our heritage, culture and continuing traditions.

Happy Deepawali.

Lt.col.(retd)H.S. Bhandari · « **Reply #24 on:** June 23, 2009, 01:48:56 PM »

SYSTEM’S DICHOTOMY

These are the times we all talk about Board results, scores and grades. The merit and standout performances are being rejoiced and celebrated. Every newspaper, magazine and electronic media is flashing the photographs of toppers and rank (apart) achievers. They are good students, good children and good citizens who would guide the destiny of our nation. But will they? Would anyone of the 99% scorers join one of the four pillars of our nation’s building – Judiciary, Legislature, Executive or the Media ? I doubt.
So where are we going wrong? It is the system’s failure. Who become the bricks of the above four pillars? They are all back-benchers and non-science stream. None of them has ever scored 80% even. Then if the academic excellence is a measure of being ‘good’ or desirable, why only those ‘not-so-goods’ determine and decide our future?
The students who pursue Law courses have hardly been meritorious. Also, those opting for mass communications have hardly even excelled in Physics, Maths, Chemistry or even Biology. The way the news is reported in the media and the questions the reporters pose to the ‘personalities’ reflect the lack of ‘grey’ matter in their ‘hard discs’. Media is very powerful in mobilizing the masses. Wrong leads provided by them result in the wrong direction of each mass movement and social journey.
When a student scores 96% in his final exam, we call him or her ‘good’. There is a logic in this evaluation. He or she was told something in the classroom that was to be understood and remembered. This student does that and when asked in the exams to reproduces, does so as expected. It does not necessarily mean that remembering facts which have no direct bearing in our day-to-day life may be laughed off as a poor commentary on the examination system. But the fact remains that this ‘good’ student accepted the responsibility, worked hard to honour the commitment, stood by the system and performed when called upon to. So he is what we wanted him to be. On the other hand, a ‘poor’ student, first does hardly attend classes, pays no attention to the authority, attempts to cheat in order to pass and resorts to undesirable acts when told to mend.
A high score is definitely desirable as compared to the bad performer. The score in an exam by a student is like the Annual Appraisal of an employee. And, a good performer at the School carries this desirable trait right though till he completes his/her studies and applies these characteristics while serving the country and its people. So the ‘good’ child becomes a good worker, good manager, good parent and good citizen.
Now just see where these toppers of today will land? Most probably they will leave this country because the Indian systems don’t reward merit. If they remain in India, they will be working hard in some medical and engineering laboratory controlled by politicians and ‘category’ bosses. And, if they can sustain on their own, they will do the roaring private practice and flourish.
Now take another extreme. Where are all the BA, LLBs? They are guiding the destiny of our great nation. How many of our Honourable Judges, Honourable Ministers and Powerful Media Moghuls had been meritorious students themselves?
Is it really then, a cause of elation, when we have students scoring in the nineties and doing their teachers and parents proud?

Lt.col.(retd)H.S. Bhandari · « **Reply #25 on:** July 28, 2009, 11:48:13 AM »

BIHARISATION OF UP

Ram Udaar is my close friend. He is from Bihar. He always had a political bent of mind. I being from UP, though not strictly apolitical, engrossed less. We both were in Pune in 1977 when Janta Party won the elections at the end of the now infamous Emergency. Ram Udaar claimed to be close to Shri Chandra Shekar and due to this equation had working relations with Mr Mohan Dharia. On the latter’s victory in Lok Shabha election, my friend distributed sweets (Pedas) among our whole course. Then on, I took him more seriously and often discussed ‘politics’. For me, however, it still remained a topic of ‘general’ awareness.
Somewhere during the early eighties we met again. This time it was at Lucknow. By now I had also picked up a few more political threads. I prided myself by comparing Bihar’s state of affairs with that of UP. Fortunately for me, in UP, a man like Shri VP Singh was at the helm of affairs. Ram Udaar was on a comparatively loose wicket. We discussed the fate (ill ?) of our two Hindi heartland states frequently but always with pain. When we had Mr Mulayam Yadav to steer the destiny of this politically most sensitive state, Ram Udaar’s native state offered the services of Laloo Yadav with equal effects in running (ruining ?) the state of Bihar. But when Mayawati took over I thought Bihar could never match UP’s newly crowed queen. So I used to taunt him if Bihar could ever launch a matching star. Ram Udaar had no ready answer then. Meanwhile he retired and went to settle down in his native village. I also, somehow, lost track of him. Suddenly, a couple of years back, I got a letter from him. He pointed out that Bihar had since overshadowed UP by crowning its very own Devi in Smt Rabri.
I wrote back highlighting the negative side of their leader who had her own Eleven (Nine children + The first couple) to look after in preference to the state’s affairs. I only hope he does not bounce back and seek my comments on the UP Jail minister’s Thirteen (Eleven children + the couple) catering even for ‘reserves’

Lt.col.(retd)H.S. Bhandari · « **Reply #26 on:** August 06, 2009, 02:24:45 PM »

OF LEADERS AND LEADERSHIP

Dr APJ Abdul Kalam, on the eve of his relinquishing the appointment of the Scientific Advisor to the Prime Minister (so that he could file his nomination for the Presidency) dwelt upon some of his experiences and the facets of leadership traits. He narrated an incident of when he was with the ISRO. He was the team leader of a project to launch the satellite. As per the schedule, he was to brief the media after the launch. Unfortunately, the launch did not succeed. Professor Satish Dhawan, who was the Director, took upon himself the task and briefed the media on the pluses and minuses of the whole project. After a couple of years’ endeavour, perseverance and encouragement, the launch succeeded. On that occasion, the Professor invited the Team Leader to take the mike. Dr Abdul Kalam, paying rich tribute to his former boss, sited it as an example of great leadership. And, this is how the Indian space scientists have achieved what they are worth today. Our former President himself stood out as an example and showed that good leaders not only have the qualities, they have character also.

Such good leaders are not difficult to find even in our own set-up. Commandant, who is an ex officio Patron of our Corps magazine, once called me to his office to discuss the final layout of the Journal. He was not very happy with his photograph (in black and white) on the “Patron’s Desk”. Those days only the cover pages were being printed in colour. He asked me if his photo also could be printed in (four) colour(s). I said, “Sir, it will cost another Rs. 15000/=”. He looked at my face and questioned, “Isn’t a Lieutenant General worth Rs 15000/- ?” I just nodded in agreement and the ‘Patron’s Desk’, thereafter, became a coloured feature. The leader in him was all magnanimous. He always had good words about me and invariably told his friends that I was raw but rock solid. (Rock stones, sometimes can also be put to good use under a plaster of fine cement!)

How do we develop the military leadership is breifed in this example. A Sergeant was given 20 young officers to train. He was not impressed with them, at all. He explained life to them in this way, “Gentlemen, because you are officers, I will call you ‘Sir’. Although I am a Sergeant yet your instructor, hence you will call me ‘Sir’. The only difference is, you will mean it and I won’t”. This underscores the fact that mere authority does not transfer leadership functions. We have to earn the respect of our men through personal example and professional competence.

There must be hundreds of books written on leadership, and a majority of them could be on military leadership alone. In the higher echelons, the officers are categorized as Command and Staff streams. There are no ‘command’ and ‘staff’ streams for leaders. Leaders create vision, affirm values, define strategy, inspire and motivate people, anticipate future, think long term, serve as symbols, develop organisational values and traditions; earn respect and support of their subordinates. That is why it is always said, “Men cannot be managed to death; they must be led there”.

Lt.col.(retd)H.S. Bhandari · « **Reply #27 on:** February 15, 2010, 11:40:38 AM »

VIJAY DIWAS

On 1 Dec 71, I was sent to Noushera from Rajouri. The Brigade HQ was dug deep inside a reentrant at the base of Tain feature. The bunker constructed for me was supposed to be shell-proofed. It was very cold but when I reached there in the evening, I got a bucket of hot water to bathe. (That is the beauty of Army service!) The next morning I was briefed by the Sparrow, who did not keep quite well due to asthma, and was then introduced to the Bde Cdr and his Staff.

On 3 Dec, I went to Jhangar where 4 Garhwal Rifles were holding the FDLs(Forward Defended Localities). The PL route to Khamba Fort was under construction and it was my familiarization–cum–operational visit there. When I reached Jhangar Base, I found all the officers including QM had moved to their tactical locations. Only the RMO (Doctor) was there at the RAP(Regimental Aid Post), still under construction(RCC).

On reaching Jhangar, I spoke to the CO who advised me to remain at the Base that night. So I could not go to Khamba or even the Battalion Tac HQ. At about 6 pm, before the All India Radio announced the outbreak of hostilities, Pakistani shells started pounding Jhangar. I left the ‘room’ in the ‘Officers Mess’ and went to the RAP. Neither the RMO was qualified to, nor I (a 2/Lt of Signals) had experience of organizing the defences at the Base. The Bn HQ told us to just stay tucked in at the RAP.

As the night progressed, the intensity of battle increased. Soon we started receiving battle casualties. The first case, I still remember, was of L/Nk Netra Singh, his eye popped out. It really made me feel sick and sorry. “What stakes does this jawan has in ‘Op CACTUS LILY?” came to my mind but I quickly corrected myself and saw the sense of sacrifice of the soldiers for their country and their people. Then onwards, it was all duty and, duty with determination. The whole RAP had been filled with water for the flooring to cure. We had only a kerosene stove to give us some heat and heal. But then, we were so busy in attending to the injured and their evacuation to the ADS( Advance Dressing Station) that cold never really bothered.

Very soon the direct telephone lines to Noushera were damaged and we could speak only through Kalsian (11 JAT). That also got snapped and the radios came up. In fact, B-1 Net was already on. We opened B-21 also. When the day broke on the morn of 4 Dec, we came out of the RAP and saw the degree of destruction/debris. By now, we could feel the trajectory of the enemy shells and predict their targets. We gathered the people and told to hold their ‘guns’. Since the whole Battalion was ahead of us, we didn’t really have to bother much about tactics – camouflage, concealment etc. I was ordered to come back to Noushera. I was tired yet felt energetic. While going back I saw Brig Usman’s Memorial which inspired me no end. This is where I realized that the memorials are for ‘others’ and not for the ‘martyrs’. He’s gone. It’s for others to motivate. In the Bde HQ it was like being in to the full-fledged war. But it was where everything happened. Still you have your daily chores – eat, sleep, laugh and work but without any schedule. The Signal Centre & Ops Rooms actually functioned as nerves and brain. We saw the tactics and teaching come true, word by word and step by step.

As most of us would know, we, on the West, were to ‘hold’ till the East fell. And when East was about to fall we planned to advance. So by 14 Dec we had established our Advanced Bde HQ ahead of an FDL. But with the fall of Dhaka, meanwhile, we were told to postpone the offensive. The ‘attack’ scheduled for 16 Dec ultimately did not happen and we celebrated the ceasefire in stead. On 17 Dec we pulled back. 16 Dec was my birthday but it never occurred to me. Unfortunately, on the 16th we had a few unnecessary battle casualties – two deaths and a severely injured- from the Bde Sig Coy.

The whole Country now celebrates 16 Dec as Vijay Diwas, every year. For me it is not only a birthday, it is also an occasion to pay tributes and remember my colleagues; Hav (ORL) Roshan Lal and Nk (Lmn FD) Inder Singh who died doing duty during 15/16 Dec night at Point 541. L/Nk(Lmn FD) Padthare had also been seriously injured in the shelling during that fateful night.

We salute all our martyrs, named and unknown.

HSB

Lt.col.(retd)H.S. Bhandari · « **Reply #28 on:** February 15, 2010, 12:58:56 PM »

OF NAME AND FAME

[I joined MCTE on 31 Mar 95. During these 14 years I have been in, around and with the College and closely associated with its Newsletter. I take the liberty of reproducing one of my articles (Jun 2000). This is being a bit selfish but the piece itself may interest the readers, and for some, it may event be a trip down memory lane.]
When my posting was issued for MCTE in Jan 95, as is natural, I enquired about things at the alma mater. I was given the impression that though the things were tough ‘over there’, we could look forward to the cushier days after September. The ‘command’ was due to change and in deference to the law of ‘ups and downs’ everyone wished a softer phase thereafter. Of those nine months I still had two months to join, two months annual leave, a maximum of casual leave and, of course, the Sundays and holidays to subtract. The situation was manageable by all calculations.

Come September. The grand old man left. And surprise? No one was there to take over. For couple of months we had only one Lt Gen for a minimum of two vacancies in the Corps. MCTE, understandably, had to wait in anxiety. Then came the real surprise. One of the toughest (feared?) officer in the Corps was to head us at the MCTE. All beliefs of a ‘sinusoidal’ phenomenon proved wrong. Import and intensity of each activity increased. Rehearsals, presentations and ‘practise till perfection’ was the normal practice. Time became scarce. Two wheelers and four wheelers ran faster. Barbers did a brisk business and so did the Loyaa’s. MCTE had become so ‘active’ that even the buglers were made to rehearse for days (for Regimental Dinner Nights).

As per a decision taken during one of the Enlarged Conferences, the AQMG was to accompany the Commandant during his visits to various Wings/Faculties. If the intent was to deflect, reflect or implement the administrative mores, I didn’t really know. Since a change is always resisted, I also tried. But failed and fell in line.

Higher Command Course visit was scheduled. Naturally a spate of high pitched activities preceded the visit. Where else could we concentrate our efforts maximum at but the famous LH-1 (WB-3). All help from MES and Adm Wing was given to FCC. Commandant himself had gone round informally (and regularly, at that). Then the day of full-dress rehearsal arrived, I, instead of accompanying the Commandant, went before schedule to check a few things that I was entrusted with. Having satisfied himself, somewhat grudgingly, the Commandant settled down and asked Cdr FCC to ‘proceed’. The Commandant noticed that the rostrum displaying his name (Welcome Address) did not have the illuminating tube long enough to cover his name and the decorations. Discussions ensued. Someone suggested bigger tube. Others wanted the rostrum to be changed. But all these suggestions did not seem practicable within the time frame available. Though slightly unhappy, the man himself declared, “It is perhaps none of your fault. We Southies have longish names.” I was seating just behind the Commandant and, suddenly, unwarranted and unmindful of the repercussions, commented, “Sir, very soon we would need a four-feet rod for your name.” Not expecting such a delivery from a novice, he said, “Come again” (a throw?). I collected my wits and added “Once PVSM is added to AVSM and VSM and SRR Iyengar remaining unchanged, a two feet tube light would definitely not suffice.” Without signal from any umpire on the verdict on this delivery he knew that he was ‘bowled’ over (not 'out' because it was a 'no bowl').

It has since happened. The General has already been awarded PVSM on the last Republic Day. We may have to modify our rostrums for his addresses but it is worth the effort.

……advantage Corps of Signals….. Congrats.

Lt.col.(retd)H.S. Bhandari · « **Reply #29 on:** February 15, 2010, 01:05:54 PM »

SUBTLE HUMOUR

**When I called the in-charge of the MCTE Open Air Cinema to find out the movie being screened that day, he said it was ‘Hamlet’. I muttered to myself, “It must be Shakespeare’s.” He came back to clarify, “Sir, that I don’t know, but it has the ‘U’ certificate.
** I woke up from an afternoon nap when my son told me that a mosquito had feasted on me while I was asleep. When I questioned him as to why he didn’t kill the mosquito, he justified, “By the time I could react, it dawned upon me that his veins were carrying the same blood as mine and I could not have harmed my blood relation.”
**During an evening stroll, once I pointed out to my wife that the lady coming from the other direction looked quite attractive. She protested, “Can’t you see me so close by?” I defended saying that my near vision had faulted for which I used reading glasses. Conceding to the optical argument, she gave a stern warning to never get ‘bifocal’.
**My son once questioned me on ‘middle age’. I tried to define it as best as I could. Not convinced, he himself elaborated, “When you stop growing at the ends and grow only at the middle, it is the middle age.”
**Former IGP UP, Mr. D K Panda was Radha so long as his wife was with him. After the divorce, he became Krishna.
HSB

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Author Topic: Articles By Hoshiyar Singh Bhandari - श्री होशियार सिंह भण्डारी जी के लेख (Read 13227 times)

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Re: श्री होशियार सिंह भण्डारी जी के लेख-ARTICLE BY H.S.Bhandari

Lt.col.(retd)H.S. Bhandari

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