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Guru Granth Sahib
Composition, Arrangement & Layout
ਜਪੁ | Jup
ਸੋ ਦਰੁ | So Dar
ਸੋਹਿਲਾ | Sohilaa
ਰਾਗੁ ਸਿਰੀਰਾਗੁ | Raag Siree-Raag
Gurbani (14-53)
Ashtpadiyan (53-71)
Gurbani (71-74)
Pahre (74-78)
Chhant (78-81)
Vanjara (81-82)
Vaar Siri Raag (83-91)
Bhagat Bani (91-93)
ਰਾਗੁ ਮਾਝ | Raag Maajh
Gurbani (94-109)
Ashtpadi (109)
Ashtpadiyan (110-129)
Ashtpadi (129-130)
Ashtpadiyan (130-133)
Bara Maha (133-136)
Din Raen (136-137)
Vaar Maajh Ki (137-150)
ਰਾਗੁ ਗਉੜੀ | Raag Gauree
Gurbani (151-185)
Quartets/Couplets (185-220)
Ashtpadiyan (220-234)
Karhalei (234-235)
Ashtpadiyan (235-242)
Chhant (242-249)
Baavan Akhari (250-262)
Sukhmani (262-296)
Thittee (296-300)
Gauree kii Vaar (300-323)
Gurbani (323-330)
Ashtpadiyan (330-340)
Baavan Akhari (340-343)
Thintteen (343-344)
Vaar Kabir (344-345)
Bhagat Bani (345-346)
ਰਾਗੁ ਆਸਾ | Raag Aasaa
Gurbani (347-348)
Chaupaday (348-364)
Panchpadde (364-365)
Kaafee (365-409)
Aasaavaree (409-411)
Ashtpadiyan (411-432)
Patee (432-435)
Chhant (435-462)
Vaar Aasaa (462-475)
Bhagat Bani (475-488)
ਰਾਗੁ ਗੂਜਰੀ | Raag Goojaree
Gurbani (489-503)
Ashtpadiyan (503-508)
Vaar Gujari (508-517)
Vaar Gujari (517-526)
ਰਾਗੁ ਦੇਵਗੰਧਾਰੀ | Raag Dayv-Gandhaaree
Gurbani (527-536)
ਰਾਗੁ ਬਿਹਾਗੜਾ | Raag Bihaagraa
Gurbani (537-556)
Chhant (538-548)
Vaar Bihaagraa (548-556)
ਰਾਗੁ ਵਡਹੰਸ | Raag Wadhans
Gurbani (557-564)
Ashtpadiyan (564-565)
Chhant (565-575)
Ghoriaan (575-578)
Alaahaniiaa (578-582)
Vaar Wadhans (582-594)
ਰਾਗੁ ਸੋਰਠਿ | Raag Sorath
Gurbani (595-634)
Asatpadhiya (634-642)
Vaar Sorath (642-659)
ਰਾਗੁ ਧਨਾਸਰੀ | Raag Dhanasaree
Gurbani (660-685)
Astpadhiya (685-687)
Chhant (687-691)
Bhagat Bani (691-695)
ਰਾਗੁ ਜੈਤਸਰੀ | Raag Jaitsree
Gurbani (696-703)
Chhant (703-705)
Vaar Jaitsaree (705-710)
Bhagat Bani (710)
ਰਾਗੁ ਟੋਡੀ | Raag Todee
ਰਾਗੁ ਬੈਰਾੜੀ | Raag Bairaaree
ਰਾਗੁ ਤਿਲੰਗ | Raag Tilang
Gurbani (721-727)
Bhagat Bani (727)
ਰਾਗੁ ਸੂਹੀ | Raag Suhi
Gurbani (728-750)
Ashtpadiyan (750-761)
Kaafee (761-762)
Suchajee (762)
Gunvantee (763)
Chhant (763-785)
Vaar Soohee (785-792)
Bhagat Bani (792-794)
ਰਾਗੁ ਬਿਲਾਵਲੁ | Raag Bilaaval
Gurbani (795-831)
Ashtpadiyan (831-838)
Thitteen (838-840)
Vaar Sat (841-843)
Chhant (843-848)
Vaar Bilaaval (849-855)
Bhagat Bani (855-858)
ਰਾਗੁ ਗੋਂਡ | Raag Gond
Gurbani (859-869)
Ashtpadiyan (869)
Bhagat Bani (870-875)
ਰਾਗੁ ਰਾਮਕਲੀ | Raag Ramkalee
Ashtpadiyan (902-916)
Gurbani (876-902)
Anand (917-922)
Sadd (923-924)
Chhant (924-929)
Dakhnee (929-938)
Sidh Gosat (938-946)
Vaar Ramkalee (947-968)
ਰਾਗੁ ਨਟ ਨਾਰਾਇਨ | Raag Nat Narayan
Gurbani (975-980)
Ashtpadiyan (980-983)
ਰਾਗੁ ਮਾਲੀ ਗਉੜਾ | Raag Maalee Gauraa
Gurbani (984-988)
Bhagat Bani (988)
ਰਾਗੁ ਮਾਰੂ | Raag Maaroo
Gurbani (889-1008)
Ashtpadiyan (1008-1014)
Kaafee (1014-1016)
Ashtpadiyan (1016-1019)
Anjulian (1019-1020)
Solhe (1020-1033)
Dakhni (1033-1043)
ਰਾਗੁ ਤੁਖਾਰੀ | Raag Tukhaari
Bara Maha (1107-1110)
Chhant (1110-1117)
ਰਾਗੁ ਕੇਦਾਰਾ | Raag Kedara
Gurbani (1118-1123)
Bhagat Bani (1123-1124)
ਰਾਗੁ ਭੈਰਉ | Raag Bhairo
Gurbani (1125-1152)
Partaal (1153)
Ashtpadiyan (1153-1167)
ਰਾਗੁ ਬਸੰਤੁ | Raag Basant
Gurbani (1168-1187)
Ashtpadiyan (1187-1193)
Vaar Basant (1193-1196)
ਰਾਗੁ ਸਾਰਗ | Raag Saarag
Gurbani (1197-1200)
Partaal (1200-1231)
Ashtpadiyan (1232-1236)
Chhant (1236-1237)
Vaar Saarang (1237-1253)
ਰਾਗੁ ਮਲਾਰ | Raag Malaar
Gurbani (1254-1293)
Partaal (1265-1273)
Ashtpadiyan (1273-1278)
Chhant (1278)
Vaar Malaar (1278-91)
Bhagat Bani (1292-93)
ਰਾਗੁ ਕਾਨੜਾ | Raag Kaanraa
Gurbani (1294-96)
Partaal (1296-1318)
Ashtpadiyan (1308-1312)
Chhant (1312)
Vaar Kaanraa
Bhagat Bani (1318)
ਰਾਗੁ ਕਲਿਆਨ | Raag Kalyaan
Gurbani (1319-23)
Ashtpadiyan (1323-26)
ਰਾਗੁ ਪ੍ਰਭਾਤੀ | Raag Prabhaatee
Gurbani (1327-1341)
Ashtpadiyan (1342-51)
ਰਾਗੁ ਜੈਜਾਵੰਤੀ | Raag Jaijaiwanti
Gurbani (1352-53)
Salok | Gatha | Phunahe | Chaubole | Swayiye
Sehskritee Mahala 1
Sehskritee Mahala 5
Gaathaa Mahala 5
Phunhay Mahala 5
Chaubolae Mahala 5
Shaloks Bhagat Kabir
Shaloks Sheikh Farid
Swaiyyae Mahala 5
Swaiyyae in Praise of Gurus
Shaloks in Addition To Vaars
Shalok Ninth Mehl
Mundavanee Mehl 5
ਰਾਗ ਮਾਲਾ, Raag Maalaa
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Deadly Labor Wars Hinder India's Rise
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<blockquote data-quote="kds1980" data-source="post: 116100" data-attributes="member: 1178"><p><a href="http://www.nytimes.com/2006/02/09/business/worldbusiness/09iht-toyota.html" target="_blank">http://www.nytimes.com/2006/02/09/business/worldbusiness/09iht-toyota.html</a></p><p></p><p>Labor rigidity in India keeps firms on edge</p><p>By Saritha Rai</p><p>Published: Thursday, February 9, 2006</p><p>Sign In to E-Mail</p><p>Print</p><p>Share</p><p>Close</p><p></p><p></p><p>BANGALORE, India — A recent strike at the Indian unit of Toyota Motor is officially over, but the carmaker's problems with labor are still simmering behind the scenes, providing a cautionary tale to the wave of foreign companies setting up shop in one of Asia's fastest-growing economies.</p><p></p><p>A two-week strike at the 2,350-employee plant here in January cost Toyota 900 Corolla and Innova cars. The carmaker is now trying to make up for lost time by running double shifts. An ensuing court battle could last two years, and some employees this week began taking turns fasting at the factory gates in protest.</p><p></p><p>Toyota's problems have underscored the difficulty of liberalizing the economy in India, where political parties are tugging the coalition government in different directions over the issue of labor market freedom. The result has been gridlock.</p><p></p><p>The strike has also led to doubts about the country's allure as a destination for foreign manufacturers. Foreign direct investment in India rose to $6 billion in 2005 from $5.3 billion in 2004. Many experts say India, already attractive for its cheap labor and its engineering skills, could bring in even more foreign companies if it could free its labor market of red tape.</p><p></p><p><strong>"India can be a manufacturing force to reckon with," said Ravi Uppal, managing director of the Indian unit of the Swedish manufacturing giant ABB, "if only the government can bring about improvements such as upgrading infrastructure and changing archaic labor laws."</strong></p><p></p><p>India's labor laws date to a time when socialistic ideas dominated and the government ran its own factories. Labor market changes have not kept pace with the country's economic liberalization program begun in 1991.</p><p></p><p>A labor lawyer and consultant, Atul Joshi, said: "Ever since the present government came into power with the support of the Communists, labor unions try to dictate terms to management. Laws tend to be protective of workers, and unions tend to use it to their advantage."</p><p></p><p>Current laws still say that any company employing more than 100 workers cannot fire people without government permission, and the labor commissioner in the government has to be notified of every single person working on the night shift.In addition, no worker can be made to work beyond 75 hours of overtime a quarter.</p><p></p><p>India has benefited from the global trend of manufacturing products in low-cost countries, and that is expected to continue over the next 10 years. But a report by McKinsey, the consulting firm, estimated that if India overhauled its labor laws, its manufacturing exports could grow from $40 billion in 2002 to $300 billion by 2015.</p><p></p><p>Even as things are, major multinationals have not shown any signs of slowing their push into India. In the past few weeks, Dell, the world's biggest maker of personal computers, announced plans to set up a manufacturing unit.Nokia recently announced a $2 billion manufacturing plant in the country.</p><p></p><p>"A few isolated incidents doesn't mean that India has a labor problem," said Subrata Niyogi, deputy director general of the Confederation of Indian Industry.</p><p></p><p>But executives on the ground beg to differ. Dinesh Hinduja faces hurdles as executive director for marketing and production at Gokaldas Exports, one of India's largest exporters of garments.</p><p></p><p>Hinduja's customers include Nike, Gap, Banana Republic, Liz Claiborne and Abercrombie & Fitch, but the apparel industry is seasonal, and order books can become thin.</p><p></p><p>"You can hire, but you cannot fire," Hinduja said.</p><p></p><p>Hinduja and others in the apparel industry are lobbying the government to relax labor contract laws, but so far in vain.</p><p></p><p><strong>The problem is becoming even more pressing as India competes with China. In China, employees often work 12 hours a day; in India, just eight.</strong></p><p><strong></strong></p><p><strong>Chinese workers get two days of vacation a month, compared with four in India.</strong></p><p></p><p>Many specialists agree that the economic future of India is at stake.</p><p></p><p>"India just cannot afford to build resentment against multinationals and foreign investors," said Raghavendra Rao, director of process consulting practice at the consulting firm Frost & Sullivan.</p><p></p><p>The Toyota strike is not an isolated incident. In the middle of last year, in the Gurgaon suburbs of New Delhi, there was a violent confrontation between the police and disgruntled workers of Honda Motorcycles & Scooters India, owned by Honda of Japan. Workers demanding a raise tried to form a labor union, but management fired four union leaders and suspended 50 workers.When the workers went on strike to demand that their colleagues be reinstated, a clash with the police led to 700 injured workers, and the episode was broadcast worldwide.</p><p></p><p>After the Honda strike, Japan's ambassador to India, Yasukuni Enoki, said such incidents were a "disadvantage" to India's image as a destination for foreign investment. The strike cost an estimated $21 million, according to Honda.</p><p></p><p>In the past few years, worker-management problems have declined, including those at the Toyota unit, which faced a series of strikes several years ago.</p><p></p><p>"Compared with even five years ago, our labor problems are minimal," said A.R. Shankar, the unit's general manager for corporate planning.</p><p></p><p>But problems are lurking around the corner.</p><p></p><p>Several rounds of talks have failed between Toyota management and the workers' union over the dismissal and suspension of workers on disciplinary grounds, which initially set off the strike. A local labor court is examining whether the dismissal, the strike and the lockout at the unit were legal.</p><p></p><p>Tensions erupted once again this week. The workers' union began a relay hunger strike demanding the reinstatement of the three dismissed and three dozen suspended employees.</p><p></p><p>Shankar said that production had resumed to normal levels and that the hunger strike was just a way for labor unions to keep the issue alive.</p><p></p><p>Paul Nolasco, a spokesman in Tokyo, said last week, "Toyota is fully committed to India."</p><p></p><p>Yasuko Kamiizumi contributed reporting from Tokyo.</p></blockquote><p></p>
[QUOTE="kds1980, post: 116100, member: 1178"] [url]http://www.nytimes.com/2006/02/09/business/worldbusiness/09iht-toyota.html[/url] Labor rigidity in India keeps firms on edge By Saritha Rai Published: Thursday, February 9, 2006 Sign In to E-Mail Print Share Close BANGALORE, India — A recent strike at the Indian unit of Toyota Motor is officially over, but the carmaker's problems with labor are still simmering behind the scenes, providing a cautionary tale to the wave of foreign companies setting up shop in one of Asia's fastest-growing economies. A two-week strike at the 2,350-employee plant here in January cost Toyota 900 Corolla and Innova cars. The carmaker is now trying to make up for lost time by running double shifts. An ensuing court battle could last two years, and some employees this week began taking turns fasting at the factory gates in protest. Toyota's problems have underscored the difficulty of liberalizing the economy in India, where political parties are tugging the coalition government in different directions over the issue of labor market freedom. The result has been gridlock. The strike has also led to doubts about the country's allure as a destination for foreign manufacturers. Foreign direct investment in India rose to $6 billion in 2005 from $5.3 billion in 2004. Many experts say India, already attractive for its cheap labor and its engineering skills, could bring in even more foreign companies if it could free its labor market of red tape. [b]"India can be a manufacturing force to reckon with," said Ravi Uppal, managing director of the Indian unit of the Swedish manufacturing giant ABB, "if only the government can bring about improvements such as upgrading infrastructure and changing archaic labor laws."[/b] India's labor laws date to a time when socialistic ideas dominated and the government ran its own factories. Labor market changes have not kept pace with the country's economic liberalization program begun in 1991. A labor lawyer and consultant, Atul Joshi, said: "Ever since the present government came into power with the support of the Communists, labor unions try to dictate terms to management. Laws tend to be protective of workers, and unions tend to use it to their advantage." Current laws still say that any company employing more than 100 workers cannot fire people without government permission, and the labor commissioner in the government has to be notified of every single person working on the night shift.In addition, no worker can be made to work beyond 75 hours of overtime a quarter. India has benefited from the global trend of manufacturing products in low-cost countries, and that is expected to continue over the next 10 years. But a report by McKinsey, the consulting firm, estimated that if India overhauled its labor laws, its manufacturing exports could grow from $40 billion in 2002 to $300 billion by 2015. Even as things are, major multinationals have not shown any signs of slowing their push into India. In the past few weeks, Dell, the world's biggest maker of personal computers, announced plans to set up a manufacturing unit.Nokia recently announced a $2 billion manufacturing plant in the country. "A few isolated incidents doesn't mean that India has a labor problem," said Subrata Niyogi, deputy director general of the Confederation of Indian Industry. But executives on the ground beg to differ. Dinesh Hinduja faces hurdles as executive director for marketing and production at Gokaldas Exports, one of India's largest exporters of garments. Hinduja's customers include Nike, Gap, Banana Republic, Liz Claiborne and Abercrombie & Fitch, but the apparel industry is seasonal, and order books can become thin. "You can hire, but you cannot fire," Hinduja said. Hinduja and others in the apparel industry are lobbying the government to relax labor contract laws, but so far in vain. [b]The problem is becoming even more pressing as India competes with China. In China, employees often work 12 hours a day; in India, just eight. Chinese workers get two days of vacation a month, compared with four in India.[/b] Many specialists agree that the economic future of India is at stake. "India just cannot afford to build resentment against multinationals and foreign investors," said Raghavendra Rao, director of process consulting practice at the consulting firm Frost & Sullivan. The Toyota strike is not an isolated incident. In the middle of last year, in the Gurgaon suburbs of New Delhi, there was a violent confrontation between the police and disgruntled workers of Honda Motorcycles & Scooters India, owned by Honda of Japan. Workers demanding a raise tried to form a labor union, but management fired four union leaders and suspended 50 workers.When the workers went on strike to demand that their colleagues be reinstated, a clash with the police led to 700 injured workers, and the episode was broadcast worldwide. After the Honda strike, Japan's ambassador to India, Yasukuni Enoki, said such incidents were a "disadvantage" to India's image as a destination for foreign investment. The strike cost an estimated $21 million, according to Honda. In the past few years, worker-management problems have declined, including those at the Toyota unit, which faced a series of strikes several years ago. "Compared with even five years ago, our labor problems are minimal," said A.R. Shankar, the unit's general manager for corporate planning. But problems are lurking around the corner. Several rounds of talks have failed between Toyota management and the workers' union over the dismissal and suspension of workers on disciplinary grounds, which initially set off the strike. A local labor court is examining whether the dismissal, the strike and the lockout at the unit were legal. Tensions erupted once again this week. The workers' union began a relay hunger strike demanding the reinstatement of the three dismissed and three dozen suspended employees. Shankar said that production had resumed to normal levels and that the hunger strike was just a way for labor unions to keep the issue alive. Paul Nolasco, a spokesman in Tokyo, said last week, "Toyota is fully committed to India." Yasuko Kamiizumi contributed reporting from Tokyo. [/QUOTE]
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