them up-to-date. The revision of the Indian Railway Establishment Manual was accordingly undertaken. While approving the format for the revised Manual, the. INDIAN RAILWAY ESTABLISHMENT Manual (Vol - II). || Index || Chapter 17 || Chapter 18 || Chapter 19 || Chapter 20 || Chapter 21 ||. || Chapter 22 || Chapter 23 . Indian Railways Establishment Manual Volume -II Source: Ministry of Railways (Railway Board) CMS Team Last Reviewed on:
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Posts about Establishment Manual Vol I & II written by damodarankp. Indian Railways Establishment Manual Volume-I · Indian Railways Code for the Accounts Department Part - I Indian Railway Commercial Manual Volume-I. Indian Railway Establishment Manual Vol.-I. Please Scroll down To Download Indian Railway Establishment Manual Volume-I.
Since then there has been no looking back. With the introduction of modernization of track structure, Mechanical maintenance of track and introduction of high speed trains in seventies and thereafter, the provisions in. There is ongoing conversion of all narrow- gauge and metre- gauge tracks to broad- gauge tracks in India, with completion expected in. Two Divisions with highest volume of Goods. Title to compensation. The Railway Board decided to revise all the Railway Codes and manuals with a view to symplifying them and bringing them up- to- date.
The organizational set up of the Railway Audit Branch is as under: Chart 7.
The latter is also seen in Hindi with the. Indian Railways have been striving continuously to improve track. The map should be updated every year. Indian railway signal engineer manual pdf Files Indian railway signal engineer manual pdf. Translated by Raghu Krishnan with the collaboration of Vicki Br.
Indian Railways Permanent Way Manual. Manuals and Codes. Ensuring the safety of traffic and staff itself by P. Indian railways map indian railways act pdf indian railway map pdf free. And just as computers are linked via over have we been together out which projected well above the top of the skull. Railway Board also acts as the Ministry of Railways.
Way — This is the core work which you will be doing in IR. The revision of the Indian Railway Establishment Manual was accordingly undertaken. The Commission of Railway Safety, working under the administrative control of the Ministry of Civil Aviation of the Government of India, deals with matters pertaining to safety of rail travel and train operation and is charged with certain statutory functions as laid down in the Railways Act , which are of an inspectorial, investigatory.
Skyrim strategy guide book. Compensation for Injuries and Loss of Personal Property Since then, the new zonal railway headquarter has been functioning at Bhubaneswar, the capital city in the state of Orissa.
After independent, the Indian railways functions do not solely for the economy factor but also for India national integration. It will better connect centre of commerce and industry, places of pilgrimage, historical sites, and tourist attractions, as also ports to hinterland. Starting as a pure private enterprise under government patronage, it entered into a phase of mixed enterprise, wherein both government and private enterprise were in field, but the government exercised operational control over the private enterprise also.
Later as and when the contracts of the private companies terminated, the major lines were purchased and leased for purposes of management to private companies, thus a managing system emerged.
From onwards, effort were made to introduce direct state management of railways. Today IR operates 19, trains each day, comprising 12, passenger trains and 7, freight trains.
It transports 2. It currently has 1 1.
I will discuss the indian railways management by using a systems approach. This paper will further explain about the basic concept of system theory, description Indian railways management consisting of input budget, regulation, human resources, infrastructure and assets , Transformation organizational structure, regulation of administration, Conduct And Establishment Rules, Training , Output Freight Operation, Passenger Business, Safety, Engineering Work, Electrification, Signal and Telecom , Feedback problem of human error in railways accident, Outsourcing Problem , External Environment Economic Factor, and Environment Factor II.
With this ecological approach, a change in any one aspect of the environment is believed to have an effect on the other components of the organization. The specifics are analyzed, but always in the terms of the whole. General System theory as a concept was introduced and defined by Ludwig Von Bertalanffy, a biologist, in His terminology is the foundation for the basic concepts of the general system theory. Kenneth E. Boulding developed a hierarchy of system to help bridge the gap between theoretical and empirical systems knowledge.
He noted that the general system approach furnished a framework or skeleton for all science but that each discipline, including management science, must apply the model, add the flesh and blood of its own subject matter, and develop this analytical model further.
The Fifth Discipline provides a good introduction 2 to the basics and uses of such theory — and the way in which it can be brought together with other theoretical devices in order to make sense of organizational questions and issues. It is the discipline that integrates the others, fusing them into a coherent body of theory and practice.
It is necessary to highlight one or two elements of his argument : First, while the basic tools of systems theory are fairly straightforward they can build into sophisticated models. Peter Senge argues that one of the key problems with much that is written about, and done in the name of management, is that rather simplistic frameworks are applied to what are complex systems. We tend to focus on the parts rather than seeing the whole, and to fail to see organization as a dynamic process.
Thus, the argument runs, a better appreciation of systems will lead to more appropriate action. They only come back to haunt you in the long term. The essential focus of the system theory is the relationship and interdependence of the parts.
The systems theory moves beyond structure or function e. The many constrains on organizational processes, such as government regulation and economic factors, are typical inputs imposed by outside groups. Certain input are needed in order to achieve the organizational goals; for example : the inputs often are the raw materials that are processed to produce some object or service.
The concept of inputs may be expanded to include the demands made on the system, such as deadlines, priorities, or conflicting pressures. Goodwill toward the organization, general support, or the lack of these also may be included as inputs.
These outputs may be routine, frequent, predictable, and some what easy to identify. The stated 4 purpose of the organization usually contains information on its basic, obvious output.
For example : a hospital offers patient care, a supermarket sells goods, a factory produces goods, and a railways supplies transportation. Managers control routine and predictable outputs through proper planning. Other necessary output are infrequent but predictable.
By careful analysis of organizational data over a relativity long time period, these infrequent outputs can usually be identified. Proper planning through identification and anticipation of such special periodic demands on the systems leads to great control and, consequently, stability.
Most managers face a third category: the non predictable outputs for which they can and must plan. Certain demands on the system are made with sufficient regularity that, although the exact number and time cannot be calculated, estimates can be made. This is an essential aspect of proper planning and controlling. Some outputs are unexpected, such as those that become necessary because of natural disasters or sudden economic chaos. Even in this instances, managers can anticipate and plan for Armageddon in any of symbolic or real forms.
Physical plan, work flow, methods and procedurs, and hours of work are including in transformations. Managers may be severely limited in their ability to control inputs, but the processes, structures, organizational patterns, and procedures, that constitute the transformations are normally areas of management prerogative. It is through the feedback process that inputs and even transformation are adjusted to produce new outputs.
The communication network and control processes are the usual sources of organized feedback. Routine, orderly feedback is provided by such activities as market research, and forecasting inbusiness organizations, client surveys in service organizations, periodic accreditation surveys, periodic 5 employee evaluations in work groups, and periodic testing and grading in an educational system.
The management by objectives process, short interval scheduling, and program evaluation review technique PERT networks constitute specific management tools of planning and controlling that include structured, factual feedback.
If the communication process is not sufficiently developed to permit safe and acceptable avenues for feedback, a certain amount of feedback will occur spontaneously. In this case, the feedback tends to take a negative form, such as a client outburst of anger, a precipitous lawsuit, a riot, a wildcat strike, a consumer boycott, or an epidemic.
The external environment has both direction-action and indirect-action elements. It is also called stakeholders which is divided into two categories: External stakeholders include such as: groups as unions, suppliers, competitors, customers, and special-interest groups.
Internal stakeholders include employees, shareholders and the board of directors. Managers may have more influence with internal stake-holders than external ones. On the other hand, internal stakeholders are organization members, while external stakeholders not. Indirect-action environment component of the external environment affects organizations in two ways.
First, forces may dictate the formation of a group that eventually becomes a stakeholder. Second, indirect-action elements create a climate in which the organization exists and to which it may ultimately have to respond.
Indirect-action environment consist of social variables, economic variables, political variables and technological variabels 6 III. INPUT 1. Due to government budget is an important part of Indian railways system.