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The most formidable animal in the forests, that grew around the Mediterranean eight thousand years ago was the great reindeer. It stood six foot high at the shoulders and weighed about a ton. Apart from eye-witness account we know their dimensions from their fossilised bones and, more importantly, their appearance from the superb portraits of them painted by prehistoric man, particularly in the cave of Lascaux in Central France. It is possible that the act of painting played a part in the rituals designed to bring success in hunting and to ensure the continued fertility of the creatures on which people depended for food. Opposed to this is the view that at the time the paintings were made, the game was so abundant that magic was hardly required to find it. Whatever the differing views about the reindeers’ role in the ritual, it is clear that by 8000 BC at the eastern end of the Mediterranean Sea, the reindeer had dominated the minds of the men who held it great respect. In Catal Huyuk in Central turkey, one of the earliest big towns to have developed around 6400 years age, the excavator found in several shrines reindeer’s heads modelled in clay protruding from the walls. It is not certain that the people of Catal Huyuk offered the reindeer for sacrifice but their domestication led to the reduction of reindeers’ size, both in body and in horns. But it is Memphis, capital of ancient Egypt around 2000BC that the reindeer commanded the highest respect, taking its place among other important deities in all Egypt.

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A majority of scientists now agree that the "ozone hole" developed over the Antarctica due to the greatly increased use of Chlorofluorocarbons (CFCs). Though they were regarded as chemically inert materials, under conditions in the atmosphere with intense solar radiation CFCs have reacted with ozone. As the chlorine oxide amounts increased,, the ozone amount in the stratosphere (which protect the earth from the sun’s ultraviolet radiation) fell. A wide range of effects through "ozone hole" was expected: skin cancers, damage to crops and animals and changes in the worlds weather patterns. Some international agreements including the Earth Summit (1992) contain provisions to reduce the release of CFSs and other harmful chemicals drastically by 2000 AD. The limit set by the European Union include complete phasing out by 1994 of Halons, the range of compounds containing Bromine used in fire extinguishers, as these are considered very harmful to atmospheric ozone. The heightened awareness in recent years keep earth’s environment free of pollutants has produced one salutary effect in the form of two innovations: (1) the first CFC-free refrigerator made by a German firm DKK in 1992, using propane and butane as the coolant and pentane for the insulating foam (2)New engine fitted to jet aircraft to generate less oxides of nitrogen (NOX) which are damaging to ozone.

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Retailing — no marks for guessing this is the most active and attractive sector of the last decade. While the retailing industry itself has been present through history in our country, it is only the recent past that has witnessed so much dynamism. It’s the latest bandwagon that has witnessed hordes of players leaping onto it. While international retail store chains have caught the fancy of many travellers abroad, the action was missing from the Indian business scene, at least till recently. The emergence of retailing in India has more to do with the increasing purchasing power of buyers, especially post-liberalisation, increase in product variety, and the increasing economies of scale, with the aid of modern supply and distribution management solutions. A definition of retailing is essential in order to be in a position to assess the impact of retailing and its future potential. The current retailing revolution has been provided an impetus from multiple sources. These ‘revolutionaries’ include many conventional stores upgrading themselves to modern retailing, companies in competitive environments entering the market directly to ensure exclusive visibility for their products and professional chain stores coming up to meet the need of the manufacturers who do not fall into either of the above categories. Attractiveness, accessibility and affordability seem to be the key offerings of the retailing chain

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Performance appraisal has been one of the most debated management practices for several decades. It has generated a wide variety of viewpoints. Here I will concentrate, due to paucity of time and space, on appraisal objectives and its linkages with pay and rewards. Typically, performance appraisal schemes serve multiple objectives. It is centrally linked to the motivation of employees. It provides some of the essential components of effective motivational strategies; in particular, feedback that permits an employee to learn how well he or she is performing; goal or objective-setting that specifies what the person should be doing; team building that allows the employee to participate along with peers and his superiors in solving problems that impede his productivity; and monetary incentives that reward good performance. Performance appraisal leads to the identification of the training and development needs of the employees. It also has close links with other important areas of human resource management, in particular with selection, motivation, goal-congruency and succession planning. Performance data provides relevant information required for validating selection methods, in assessing whether selection methods are bringing high performers into the organisation. Here the organisation must not get trapped into the various pitfalls that come along with administration of appraisal system. The question that arises here is how to avoid these pitfalls? A necessary condition for the effective management of performance appraisal system in any organisation is the need to clarify and communicate to all concerned the objectives that the system intends to achieve. Everyone in the organisation especially the key decision makers should be fully aware of precisely what objectives the system of performance appraisal is expected to achieve, and the priorities within these objectives.

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Performance appraisal has been one of the most debated management practices for several decades. It has generated a wide variety of viewpoints. Here I will concentrate, due to paucity of time and space, on appraisal objectives and its linkages with pay and rewards. Typically, performance appraisal schemes serve multiple objectives. It is centrally linked to the motivation of employees. It provides some of the essential components of effective motivational strategies; in particular, feedback that permits an employee to learn how well he or she is performing; goal or objective-setting that specifies what the person should be doing; team building that allows the employee to participate along with peers and his superiors in solving problems that impede his productivity; and monetary incentives that reward good performance. Performance appraisal leads to the identification of the training and development needs of the employees. It also has close links with other important areas of human resource management, in particular with selection, motivation, goal-congruency and succession planning. Performance data provides relevant information required for validating selection methods, in assessing whether selection methods are bringing high performers into the organisation. Here the organisation must not get trapped into the various pitfalls that come along with administration of appraisal system. The question that arises here is how to avoid these pitfalls? A necessary condition for the effective management of performance appraisal system in any organisation is the need to clarify and communicate to all concerned the objectives that the system intends to achieve. Everyone in the organisation especially the key decision makers should be fully aware of precisely what objectives the system of performance appraisal is expected to achieve, and the priorities within these objectives.