Benefits of Omega-3

Benefits of Omega-3 (Thinkstock photos/Getty Images)

Omega-3 and it's values underlined again

It's a known fact that Omega-3 is good for your skin and hair. Also known are its anti-ageing qualities. What many don't know is that it's a great anti-inflammatory and therefore helpful in arthritic conditions as well.

"Arthritis patients are often benefitted by intake of Omega-3 capsules as it is a good anti-inflammatory," says Dr Rajiv Bhatia, orthopaedic surgeon. "And despite being an allopeathic doc, I quite often prescribe them to my patients, especially those in prelimnary stages of arthritis or even patients with sports injuries like sprains and ligament tears.

Other benefits of Omega-3
Good mood booster: Omega-3 helps elevate mood and counter blues and depression to a certain extent. "It's proven that omega-3 enhances 'feel good' hormone release in brain. I prescribe it to my patients," says Dr Rajendra Barve, psychiatirst.

Immunity booster: Like Vitamin C, Omega-3 too has immunity boosters that fights diseases and helps keep them at bay.

Sources of Omega-3
- Cold water fish like Salmon, Haddock, Mackrel, Sardines, Cod, Trout, Tuna
- Olives
- Walnuts
- Seeds like pumpkin seeds, sunflower seeds and flax seeds

 

http://timesofindia.indiatimes.com/life-style/health-fitness/diet/Benefits-of-Omega-3/articleshow/13079602.cms

To React or To Respond?!

"You don’t have to be Great to get started, but you have to get started to be Great!"

"Reactions are always Instinctive whereas Responses are always Intellectual."

Read the following story to help you understand the need to Respond to situations & events, than to React to it!

Suddenly a cockroach flew from somewhere and sat on her. I wondered if this was the cockroach’s response to all the glory that was spoken about it! She started screaming out of fear. With panic stricken face and trembling voice, she started jumping, with a desperate attempt to get rid of the cockroach. Her reaction was contagious as everyone in her group got cranky to what was happening…..

The lady finally managed to push the cockroach away, but it landed on another lady in the group. Now, it was the turn of the other lady in the group to continue the drama. After watching the fun for a while, the waiter came forward to their rescue. In the relay of throwing, the cockroach next fell upon the waiter. The waiter stood firm, composed himself and observed the behaviour of the cockroach on his shirt. When he was confident enough that the cockroach has settled down, he grabbed and threw it out of the open window.

Sipping my coffee and watching the amusement, I started to wonder ……. was the cockroach responsible for their histrionic behaviour? If so, then why was the waiter not disturbed? He handled it near to perfection, without any chaos. That means, it was not the cockroach but the inability of those ladies to handle the disturbance caused by the cockroach that disturbed the them and the whole group!

Similarly, realize the fact that it is not the shouting of the boss / colleagues / wife / husband / son / daughter or other day-to-day happening that disturbs a person, but the inability of the person to handle such situations in a matured way disturbs him/her. More than the traffic jams, our inability to handle the disturbance caused by the traffic jam disturbs us …..!

Means, more than the problems, often it is our reactions to the problems that disturbs and hurts us….

Moral: Do not React to all twists and turns of our life spontaneously, but understand the situation and Respond to it Wisely ….

Good Day and Be Blessed with the Ability to Respond than React!

Management tip of the day: Don't blab about your job search

The job market is more active than most people think, and you can stick your toe into the water without rocking the boat at your current company, mostly by being discreet, says Harvard Business Review.

The Management Tip of the Day offers quick, practical management tips and ideas from Harvard Business Review and HBR.org. Any opinions expressed are not endorsed by Reuters.

"Looking for a job while you already have one can be stressful, especially in the age of social media when privacy is scarce. Here are three ways to keep your search to yourself:

1. Don't tell anyone. You may be close with certain coworkers, but your secret will only stay secret if you're religious about keeping it to yourself.

2. Network carefully. When reaching out to others, you don't need to spill the beans. Instead of 'Hi, I'm Amy Gallo and I'm looking for a job,' say something like, 'I'm doing well at my current position and I'm always entertaining options for what's next.'

3. Wait for the offer. If you know your manager will react negatively, it's best to wait until after you have an offer in hand to inform her."

- Today's management tip was adapted from "How to Keep a Job Search Discreet" by Amy Gallo.


http://economictimes.indiatimes.com/news/news-by-industry/jobs/management-tip-of-the-day-dont-blab-about-your-job-search/articleshow/13396099.cms

How to Get Feedback When You're the Boss

The higher up in the organization you get, the less likely you'll receive constructive feedback on your ideas, performance, or strategy. No one wants to offend the boss, right? But without input, your development will suffer, you may become isolated, and you're likely to miss out on hearing some great ideas. So, what can you do to get people to tell you what you may not want to hear?

What the Experts Say
Most people have good reasons for keeping their opinions from higher ups. "People with formal power can affect our fate in many ways — they can withhold critical resources, they can give us negative evaluations and hold us back from promotions, and they can even potentially fire us or have us fired," says James Detert, associate professor at the Cornell Johnson Graduate School of Management.The more senior you become, the more likely you are to trigger this fear. "The major reason people don't give the boss feedback is they're worried that the boss will retaliate because they know that most of us have trouble accepting negative feedback," says Linda Hill, the Wallace Brett Donham Professor of Business Administration at Harvard Business School and coauthor of Being the Boss: The 3 Imperatives for Becoming a Great Leader. While you may be tempted to enjoy this deference, the silence will not help you, your organization or your career.

Acknowledge the fear
As the boss, you have to set the stage so people feel comfortable, says Hill. You need to break through their fear. Detert suggests being explicit. Tell them that you know everyone makes mistakes, including you, and that they should call out those errors without feeling embarrassed or threatened. Explain that you need their feedback to learn.
At the same time, you should recognize how hard it might be to hear this tough feedback. "It's human to feel bad when people criticize and no matter how senior you become, you're still human," Hill says. Still, you can't let that anxiety hold you back.
Ask for it, constantly
Ask for feedback on a regular basis, not just at review time. "You need to be the one who is actively collecting and soliciting information all the time," says Hill. You can say something like, "I know that these are the goals that we set together. What can I do to help you achieve those goals?" You shouldn't assume your team members will be upfront the first time you ask. "You have to do it for awhile and then the information will flow and you can ask more pointed questions," says Hill.
Request examples
In the same way that you want to give concrete examples when giving feedback, you should also request them when you are receiving it. When someone tells you, "You run our team meetings really well," or "You don't delegate enough," follow up by asking for an example. This allows you to better understand the feedback and ensures that what you're hearing is true. "I tend to think the more people can back up their assertions and input with concrete examples or numbers, the more it's probably honest," says Detert.
Read between the lines
Of course, you may not get honest feedback all the time. But it's your job to figure out what problems people are trying to help you identify. You may need to triangulate between several points of feedback. Hill suggests, for example, that you ask five or six people the same question. "You're trying to collect the data so you can you go back and put the story together about the impact you're having," she says. Detert agrees about casting a wide net: "If nothing else, it'll help you figure out whether there are gaps and inconsistencies in what you're hearing, and what you might need to do about it."
Act on it
If someone is brave enough to give you input, recognize it. "People hate feeling that speaking up was a complete waste of time," says Detert. "You have to actually thank people for doing it, and other employees have to see those people get promoted rather than fired or shunned." Show everyone that you receive feedback well and can change your behavior as a result. These examples will turn into "urban legends," encouraging more people to give you constructive feedback.
Find a few trusted people
If you suspect that most people in your organization aren't going to be honest with you, or feedback is just not part of the culture, Detert suggests finding one or two people you trust to tell you the truth. It could be someone on your team, a peer, a mentor, or a coach. Whoever it is, be sure he or she has access to the right data and is able to talk to the people who interact with you on a daily basis. Don't just turn to confidants who will tell you what you want to hear.
Start anonymously
It can be hard to get people to open up. One way to get around this is by doing a 360-degree review or using a coach to gather feedback anonymously. But then you should respond to it. According to Hill, if you talk openly about what you've learned it sends a signal that you're open to hearing criticism. "Once you've done that, people are more comfortable telling you to your face," says Hill. She shares the example of Vineet Nayar, the CEO of HCL Technologies, who posted his own 360-degree feedback on the company intranet and encouraged his senior team to do the same. It was a bold move, says Hill, but the result was that people felt much more comfortable giving Nayar feedback directly when they knew he took it seriously.
Principles to Remember
Do:

• Always say thank you and explain how you'll respond to the feedback you've heard
• Turn to a few people you trust who can tell you what others really think about your performance and ideas
• If you think people won't open up, start by gathering feedback anonymously to show them you're receptive

Don't:

• Wait for review time to ask for input
• Assume you are going to get 100% honest feedback, especially at first
• Rely on one source for feedback — triangulate between several points of data

Case Study #1: Find a champion on your staff
Michael Green, the founder and executive director of the Center for Environmental Health, knows that it's tough for his team — 23 full-time employees and another handful of interns — to give him candid feedback. "When I founded the organization 16 years ago, one of my board members told me that I needed to be aware of my privilege and position of power," he says. Since he knows that people take a risk whenever they do give him input, he is sure to respond appropriately. "Whenever possible, you have to do what they ask to prove that you're listening. You need to develop relationships with people so they know they can tell you the truth without getting anyone in trouble," he says.
He also takes every opportunity he can to tell his staff that he's open to feedback. In meetings, he regularly says, "If there's anyone who wants to talk with me about this offline, please do. You can also talk to Charlie about it." Michael relies on Charlie, the organization's associate director, to be candid with him and to serve as a sounding board for the staff. Michael knows that wouldn't work if employees perceived Charlie as "Michael's guy." Rather, the team sees him as an impartial leader who will give Michael their feedback, without naming names, and keep things to himself when it's appropriate. "They trust his judgment to know what to tell me. And I'm sure he doesn't tell me everything," Michael says.
He also says he encourages feedback by giving it. "There's nobody you can't find praise for, even an underperformer," he says. "When they get regular, positive feedback they feel like they are part of a team and they are willing to tell you more."

Case Study #2: Make feedback fun
Sunita Malhotra, the managing director of People Insights, a coaching and consulting firm based in Belgium, has earned the nickname "feedback monster." Thanks to a formative experience in her teens (a friend told her that her tone of voice was too sharp), she now goes out of her way to solicit opinions from colleagues and subordinates. "If someone doesn't tell you, you don't know," she explains. At first, she thought it would be easy. "I just thought people would walk into my office and tell me what they thought," she says. But she discovered that, as a boss seeking feedback, she needed to be quite deliberate. As head of human resources for the European division of a global company overseeing 7,500 people, she made three promises to anyone who joined her team:

1. She would always give positive and constructive feedback.
2. She always wanted feedback.
3. They would all try to have fun.

Sunita also solicited feedback in all her meetings. Whether they were one-on-ones with her 20 direct reports, larger staff meetings, or sessions with internal customers, there were always five minutes set aside on the agenda to gather input. "My aim was to create a feedback culture," she says. And it worked. Eventually, people stopped waiting for the designated time in the meetings and gave her input in real time. For those who were more hesitant, she used humor. Each person on her team was given a set of green, yellow and red cards — to reward or penalize behavior as a referee would in a soccer match. For example, if someone was listening well in a team meeting, a colleague lays a green card on the table and explains why. Similarly, if someone interrupted a co-worker, a third person would call out the behavior with a red card. Sunita made it clear she expected to get as many yellow and red cards as she deserved.


http://blogs.hbr.org/hmu/2012/05/how-to-get-feedback-when-youre.html?awid=6866688488324692411-3271

Varieties of Mangos

The original wild mangos were small fruits with scant, fibrous flesh, and it is believed that natural hybridization has taken place between M. indica and M. sylvatica Roxb. in Southeast Asia. Selection for higher quality has been carried on for 4,000 to 6,000 years and vegetative propagation for 400 years.
Over 500 named varieties (some say 1,000) have evolved and have been described in India. Perhaps some are duplicates by different names, but at least 350 are propagated in commercial nurseries. In 1949, K.C. Naik described 82 varieties grown in South India. L.B. and R.N. Singh presented and illustrated 150 in their monograph on the mangos of Uttar Pradesh (1956). In 1958, 24 were described as among the important commercial types in India as a whole, though in the various climatic zones other cultivars may be prominent locally. Of the 24, the majority are classed as early or mid-season:
Early:
‘Bombay Yellow’ (‘Bombai’)–high quality
‘Malda’ (‘Bombay Green’)
’01our’ (polyembryonic)–a heavy bearer.
‘Pairi’ (‘Paheri’, ‘Pirie’, ‘Peter’, ‘Nadusalai’, ‘grape’, ‘Raspuri’, ‘Goha bunder’)
‘Safdar Pasand’
‘Suvarnarekha’ (‘Sundri’)
Early to Mid-Season:
‘Langra’
‘Rajapuri’
Mid-Season:
‘Alampur Baneshan’–high quality but shy bearer
‘Alphonso’ (‘Badami’, ‘gundu’, ‘appas’, ‘khader’)–high quality
‘Bangalora’(‘Totapuri’, ‘collection’, ‘kili-mukku’, abu Samada’ in the Sudan)–of highest quality, best keeping, regular bearer, but most susceptible to seed weevil.
‘Banganapally’ (‘Baneshan’, ‘chaptai’, ‘Safeda’)–of high quality but shy bearer
‘Dusehri’ (‘Dashehari aman’, ‘nirali aman’, ‘kamyab’)–high quality
‘Gulab Khas’
‘Zardalu’
‘K.O. 11′
Mid- to Late-Season:
‘Rumani’ (often bearing an off-season crop)
‘Samarbehist’ (‘Chowsa’, ‘Chausa’, ‘Khajri’)–high quality
‘Vanraj’
‘K.O. 7/5′ (‘Himayuddin’ ´ ‘Neelum’)
Late:
‘Fazli’ (‘Fazli malda’)–high quality
‘Safeda Lucknow’
Often Late:
‘Mulgoa’–high quality but a shy bearer
‘Neelum’ (sometimes twice a year)–somewhat dwarf, of indifferent quality, and anthracnose-susceptible.
Most of the leading Indian cultivars are seedling selections. Over 50,000 crosses were made over a period of 20 years in India and 750 hybrids were raised and screened. Of these, ‘Mallika’, a cross of ‘Neelum’ (female parent) with ‘Dashehari’ (male parent) was released for cultivation in 1972. The hybrid tends toward regular bearing, the fruits are showier and are thicker of flesh than either parent, the flavor is superior and keeping quality better. The season is nearly a month later than ‘Dashehari’. Another new hybrid, ‘Amrapali’, of which ‘Dashehari’ was the female parent and ‘Neelum’ the male, is definitely dwarf, precocious, a regular and heavy bearer, and late in the season. The fruit is only medium in size; flesh is rich orange, fiberless, sweet and 2 to 3 times as high in carotene as either parent.
The Central Food Technological Research Institute Experiment Station in Hyderabad has evaluated 9 “table varieties” (firm-fleshed), 4 “juicy” varieties, and 5 hybrids as to suitability for processing. ‘Baneshan’, ‘Suvarnarekha’ and ’5/5 Rajapuri’ ´ ‘Langra’ were deemed suitable for slicing and canning. ‘Baneshan’, ‘Navaneetam’, ‘Goabunder’, ‘Royal Special’, ‘Hydersaheb’ and ’9/4 Neelum Baneshan’, for canned juice; and ‘Baneshan’, ‘Navaneetam’, ‘Goabunder’, ‘K.O. 7′and ‘Sharbatgadi’ for canned nectar.

Fig. 63: ‘Black Cold’ mangoes, dark-green externally when ripe, are partly peeled like “radish roses” on the Bangkok market to show their yellow, fiberless flesh.

It is interesting to note that all but four of the leading Indian cultivars are yellow-skinned. The exceptions are: two yellow with a red blush on shoulders, one red-yellow with a blush of red, and one green. In Thailand, there is a popular mango called ‘Tong dum’ (‘Black Gold’) marketed when the skin is very dark-green and usually displayed with the skin at the stem end cut into points and spread outward to show the golden flesh in the manner that red radishes are fashioned into “radish roses” in American culinary art.
European consumers prefer a deep-yellow mango that develops a reddish-pink tinge. In Florida, the color of the mango is an important factor and everyone admires a handsome mango more or less generously overlaid with red. Red skin is considered a necessity in mangos shipped to northern markets, even though the quality may be inferior to that of non-showy cultivars. Also, dependable bearing and shippability are rated above internal qualities for practical reasons. And a shipping mango must be one that can be picked 2 weeks before full maturity without appreciable loss of flavor. Too, there must be several varieties to extend the season over at least 3 months.
Florida mangos are classed in 4 groups:
1–Indian varieties, mainly monoembryonic, introduced in the past and maintained mostly in collections; typically of somewhat “turpentine” character.
2–Philippine and Indo-Chinese types, largely polyembryonic, non-turpentiney, fiberless, fairly anthracnose-resistant. Scattered in dooryard plantings.
3–West Indian/South American mangos, especially ‘Turpentine’ and ‘No.11′ and the superior ‘Julie’ from Trinidad, ‘Madame Francis’ from Haiti, ‘Itamaraca’ from Brazil. These are non-commercial.
4–Florida-originated selections or cultivars, of which many have risen and declined over the decades.
In general, mangos from the Philippines (‘Carabao’) and Thailand (‘Saigon’, ‘Cambodiana’) behave better in Florida’s humidity than the Indian varieties.
The much-prized ‘Haden’ was being recognized in the late 1930′s and early 1940′s as anthracnose-prone, a light and irregular bearer, and was being replaced by more disease-resistant and prolific cultivars. The present-day leaders for commercial production and shipping are ‘Tommy Atkins’, ‘Keitt’, ‘Kent’, ‘Van Dyke’ and Jubilee’. The first 2 represent 50% of the commercial crop.

Plate XXVIII: MANGO, Mangifera indica–’Kent’, ‘Tommy Atkins’, and ‘Irwin’

‘Tommy Atkins’ (from a seed planted early in the 1920′s at Fort Lauderdale, Florida; commercially adopted in the late 1950′s); oblong-oval; medium to large; skin thick, orange-yellow, largely overlaid with bright- to dark-red and heavy purplish bloom, and dotted with many large, yellow-green lenticels. Flesh medium- to dark-yellow, firm, juicy, with medium fiber, of fair to good quality; flavor poor if over-fertilized and irrigated. Seed small. Season: mid-May to early July, or late June through July, depending on spring weather; can be picked early, developing good color and usually has long shelf-life. Sometimes there is an open space in the flesh at the stem-end. Interior softening near the seed occurs in some years. Anthracnose-resistant.
‘Keitt’–rounded-oval to ovate; large; skin medium-thick, yellow with light-red blush and a lavender bloom; the many lenticels small, yellow to red. Flesh orange-yellow, firm, fiberless except near the seed; of rich, sweet flavor; very good quality. Seed small, or medium to large. Season: early July through August or August and September, depending on spring weather. Tree small to medium, erect, open, rather scraggly but very productive. For market acceptance, requires post-harvest ethylene treatment to enhance color.
‘Kent’–ovate, thick; large; skin greenish-yellow with dark-red blush and gray bloom; many small, yellow lenticels. Flesh fiberless, juicy, sweet; very good to excellent. Seed small. Season: July and August and often into September, but if left on too long the seed tends to sprout in the fruit–a condition called ovipary. Subject to black spot. Tree is of erect, slender habit, of moderate size, precocious; bears very well and fruit ships well, but, for the market, needs ethylene treatment to enrich color.
‘Van Dyke’ and ‘Jubilee’ are relatively new cultivars maturing from late June through July. ‘Van Dyke’ is of superior color and excellent quality but subject to anthracnose and may not hold its place for long.
Two cultivars that have stood the test of time and have been shipped north on a lesser scale are:
‘Sensation’ (originated in North Miami; tree moved to Carmichael grove near Perrine and propagated and grown commercially since 1949). Oval, oblique, and faintly beaked; medium to medium-small; skin thin, adherent; basically yellow to yellow-orange overlaid with dark plum-red, and with tiny, pale-yellow lenticels. Flesh pale-yellow, firm, with very little fiber, faintly aromatic, of mild, slightly sweet flavor; of good quality. Monoembryonic. Tree bears heavily in August.
‘Palmer’–oblong-ovate, plump; large; skin medium-thick, orange-yellow with red blush and pale bloom and many large lenticels. Flesh dull-yellow, firm, with very little or no fiber; of fair to good quality. Seed long, of medium size. Season: July and August, sometimes into September. Tree is medium to large; precocious; usually bears well.
The leading cultivar for local market at present is:
‘Irwin’ (a seedling of ‘Lippens’, planted by F.D. Irwin of Miami in 1939; bore its first fruits in 1945); oblong-ovate, one shoulder oblique; of medium size; skin orange to pink with extensive dark-red blush and small, white lenticels. Seed of medium size. Flesh yellow, almost fiberless, with mild, sweet flavor; good to very good quality. Seed small. Season: mid-May to early July; or June through July. Tree somewhat dwarf; bears heavy crops of fruits in clusters. Fruit no longer shipped because if picked before full maturity ripens with a mottled appearance which is not acceptable on the market.

Plate XXVII: MANGO, Mangifera indica–’Cambodiana’

Non-colorful or not high-yielding cultivars of excellent quality recommended for Florida homeowners include:
‘Carrie’ (somewhat dwarf); ‘Edward’ (‘Haden’ seedling); ‘Florigon’; ‘Jacquelin’; ‘Cambodiana’; ‘Cecil’; ‘Saigon’.
Among cultivars formerly commercial but largely top-worked to others favored for various reasons: ‘Davis-Haden’ (a ‘Haden’ seedling); ‘Fascell’; ‘Lippens’ (a ‘Haden’ seedling); ‘Smith’ (a ‘Haden’ seedling); ‘Spring-fels’; ‘Dixon’; ‘Sunset’; ‘Zill’ (a ‘Haden’ seedling).
Many cultivars that have lost popularity in Florida have become of importance elsewhere. ‘Sandersha’, for example, has proved remarkably resistant to most mango fruit diseases in South Africa.
The histories and descriptions of 46 cultivars growing in Brazil were published in 1955. These included ‘Brooks’, ‘Cacipura’, ‘Cambodiana’, ‘Goa-Alphonso’, ‘Haden’, ‘Mulgoba’, ‘Pairi’, ‘Pico’, ‘Sandersha’, ‘Singapore’, ‘White Langra’, all brought in from Florida. The rest are mostly local seedlings. ‘Haden’ was introduced from Florida in 1931 and has been widely cultivated. It is still included among the cultivars of major importance, the others being ‘Extrema’, ‘Non-Plus-Ultra’. ‘Carlota’; but in 1977 the leading cultivar in Brazil was reported to be ‘Bourbon’, also known as ‘Espada’. It is found especially in northeastern Brazil but is recommended for all other mango areas. A collection of 53 cultivars is maintained at Piricicaba and another of 82 at Bahia.
Of Mexican mangos, 65% are Florida selections; 35% are of the type commonly grown in the Philippines. Over a period of 3 years detailed studies have been made of the commercial cultivars in Culiacan, Sinaloa, Mexico, with a view to determining the most profitable for export. Results indicated that propagation of ‘Purple Irwin’, ‘Red Irwin’, ‘Sensation’ and ‘Zill’ should be discontinued, and that ‘Haden’, ‘Kent’ and ‘Keitt’ will continue to be planted, the first two because, of their color and quality, and the third in spite of its deficiency in color.
‘Manila’, a Philippine mango, early-ripening, is much grown in Veracruz. ‘Manzanillo-Nunez’, a chance seedling first noticed in 1972, is gaining in popularity because of its regular bearing, skin color (75% red), nearly fiberless flesh, good quality, high yield and resistance to anthracnose.
‘Julie’ is the main mango exported from the West Indies to Europe. The fruit is somewhat flattened on one side, of medium size; the flesh is not completely fiberless but is of good flavor. It came to Florida from Trinidad but has long been popular in Jamaica. The tree is somewhat dwarf, has 30% to 50% hermaphrodite flowers; bears well and regularly. It is adaptable to humid environments and disease-resistant and the fruit is resistant to the fruit fly. ‘Julie’ has been grown in Ghana since the early 1920′s. From ‘Julie’, the well-known mango breeder, Lawrence Zill, developed ‘Carrie’, but ‘Julie’ has not been planted in Florida for many years.
Grafted plants of the ‘Bombay Green’, so popular in Jamaica, were brought there from India in 1869 by the then governor, Sir John Peter Grant, but were planted in Castleton gardens where the trees flourished but failed to fruit in the humid atmosphere. Years later, a Director of Agriculture had budwood from these trees transferred to rootstocks at Hope Gardens. The results were so successful that the ‘Bombay Green’ became commonly planted on the island. The author brought six grafted trees from Jamaica to Miami in 1951 and, after they were released from quarantine, distributed them to the Subtropical Experiment Station in Homestead, the Newcomb Nursery, and a private grower, but all succumbed to the cold in succeeding winters. The fruit is completely fiberless and freestone so that it is frequently served cut in half and eaten with a spoon. The seed is pierced with a mango fork and served also so that the luscious flesh that adheres to it may be enjoyed as well.
One of the best-known mangos peculiar to the West Indies is ‘Madame Francis’ which is produced abundantly in Haiti. It is a large, flattened, kidney-shaped mango, light-green, slightly yellowish when ripe, with orange, low-fiber, richly flavored flesh. This mango has been regularly exported to Florida in late spring after fumigation against the fruit fly.
Ghana received more than a dozen cultivars back in the early 1920′s. In 1973, it was found that only three of these–’Julie’, ‘Jaffna’ and ‘Rupee’–could be recognized with certainty. More than a dozen other cultivars were brought in much later from Florida and India. An effort was begun in 1967 to classify the seedlings (from 10 to 50 years of age) in the Ejura district, the Ejura Agricultural Station, and the plantation of the Faculty of Agriculture, University of Science and Technology, Kumasi, in order to eliminate confusion and have identifiable cultivars marked for future research. After checking with available published material on other cultivars for possible resemblances, descriptions and photographs of 21 newly named cultivars were published in 1973. Of these, 12 are fibrous and 9 fiberless. (See Godfrey-Sam-Aggrey and Arbutiste in the Bibliography). One of the fibrous cultivars, named ‘Tee-Vee-Dee’, is so well flavored and aromatic that it is locally extremely popular.
Until the mid-1960′s mangos were grown only in dooryards in Surinam and the few varieties were largely polyembryonic types from Indonesia, and these have given rise to many chance seedlings. In order to discover the best for commercial planting, mango exhibits were sponsored and budwood of the best selections has been grafted onto various rootstocks at the Paramaribo Agricultural Experiment Station. The two most important local mangos are:
‘Golek’ (from Java; also grown in Queensland) long-oblong; skin dull-green or yellowish-green even when ripe, leathery; flesh pale yellow, thick, fiberless, sweet, rich, of excellent quality. Keeps well in cold storage for 3 weeks. Season: early (December in Queensland). Tree bears moderately to heavily. This cultivar is considered the most promising for large-scale culture and export. In Queensland it tends to crack longitudinally as it matures.
‘Roodborstje’–medium to large; skin deep-red; flesh sweet, juicy, with very little fiber. Not a good keeper. Season: early to midseason. Tree is a heavy bearer.
In Venezuela, eleven cultivars were evaluated by food technologists for processing suitability–’Blackman’, ‘Glenn’, ‘Irwin’, ‘Kent’, ‘Lippens’, ‘Martinica’, ‘Sensation’, ‘Smith’, ‘Selection 80′, ‘Selection 85′, and ‘Zill’. The most appropriate, because of physicochemical characteristics and productivity were determined to be: ‘Glenn’, ‘Irwin’, ‘Kent’ and ‘Zill’.
In Hawaii, ‘Haden’ has represented 90% of all commercial production. ‘Pairi’ is more prized for home use but is a shy bearer, a poor keeper, not as colorful as ‘Haden’, so it never attained commercial status. In a search for earlier and later varieties of commercial potential, over 125 varieties were collected and tested between 1934 and 1969. In 1956, one of the winning entries in a mango contest attracted much attention. After propagation and due observation it was named ‘Gouveia’ in 1969 and described as: ovate-oblong, of medium size, with medium-thick, ochre-yellow skin blushed with blood-red over 2/3 of the surface. Flesh is orange, nearly fiberless, sweet, juicy. Seed is small, slender, monoembryonic. Season: late. Tree is of medium size, a consistent but not heavy bearer. In quality tests ‘Gouveia’ received top scoring over ‘Haden’, ‘Pairi’, and several other cultivars. Florida mangos rated as promising for Hawaii were ‘Pope’, ‘Kent’, ‘Keitt’ and ‘Brooks’ (later than ‘Haden’) and ‘Earlygold’ and ‘Zill’ (earlier than ‘Haden’).
In Queensland, ‘Kensington Pride’ is the leading commercial cultivar in the drier areas. In humid regions it is anthracnose-prone and requires spraying. It is thought to have been introduced by traders in Bowen who were shipping horses for military use in India. It may be called ‘Kensington’, ‘Bowen’, or, because of its color, ‘Apple’ or ‘Strawberry’. The fruit is distinctly beaked when immature, with a groove extending from the stem to the beak. It is medium-large; the skin is bright orange-yellow with red-pink blush overlying areas exposed to the sun. Flesh is orange, thick, nearly fiberless, juicy, of rich flavor. This cultivar is classified as mid-season. The fruit matures from early to mid-November at latitude 13°S; 6 weeks later at Bowen (20°S) and 1 week later for each degree of latitude from Bowen to Brisbane. But at 17°S and an altitude of 1,148 ft (350 m) peak maturity is in mid- to late-January. Polyembryonic. The fruit ships well but the tree is not a dependable nor heavy bearer. It has an oval crown and unusually sweet-scented leaves.
In 1981, after evaluating 43 accessions seeking to lengthen the mango season in Queensland, 9 that mature between 2 weeks earlier and 4 weeks later than ‘Kensington Pride’ were chosen for commercial testing. Only one, ‘Banana-1′, was a Queensland selection. The other 8 were introductions from Florida–’Smith’, ‘Palmer’, ‘Haden’, ‘Zill’, ‘Carrie’, ‘Irwin’, ‘Kent’, ‘Keitt’. ‘Kent’ and ‘Haden’ have proved to be highly susceptible to blackspot in Queensland; ‘Keitt’, ‘Smith’, and ‘Zill’ less so; and ‘Palmer’ and ‘Kensington Pride’ resistant.
In the Philippines, the ‘Carabao’ constitutes 66% of the crop and ‘Pico’ 26%. These cultivars, apparently of Southeast Asian origin have remained the most commonly grown and exported for many years.
In Israel, ‘Haden’ has been popular for a long time though it is sensitive to low temperatures in spring. An Egyptian introduction, ‘Mabroka’ is later in season and escapes the early frosts. ‘Maya’, a local seedling of ‘Haden’ has done well. Perhaps the most promising today is ‘Nimrod’, a seedling of ‘Maya’, open pollinated, perhaps by ‘Haden’, planted in 1943, observed for 20 years and budded progeny for another 9 years; named and released in 1970. The fruit is round-ovate, large; skin is fairly thin, olive-green to yellow-green, blushed with red; attractive. Flesh is deep-yellow, nearly fiberless, of fair flavor. Seed is large, monoembryonic. Matures in mid-season (all August to mid-September in Israel). Tree is large, upright, very cold-resistant. Average yield is 480 lbs (218 kg) per tree over 10 years.
It is impressive to see how the early favorite, ‘Haden’, has influenced mango culture in many parts of the world. Today, the Subtropical Horticulture Research Unit of the U.S. Department of Agriculture and the Agricultural Research and Education Center of the University of Florida, together maintain 125 mango cultivars as a resource for mango growers and breeders in many countries.

Ways to find a job in a tough market

Getting a new job may be tough in a glum economic environment, but that should not deter you from looking. Following some easy, yet often ignored, steps should help you sail through.

Map your Competency

"Individuals should identify the skill sets they are good at and should look for industries where they fit in," says Sunil Goel, director of executive search firm GlobalHunt. Perry Madan, executive director at EWS Search, adds: "When times are hard, people should think out of the box and concentrate on the skill sets rather than limiting themselves to their industry."

List your Options

Make a list of companies you wish to work for and identify their structures and hiring cycles. "One could make two separate lists - of companies that are most desired and companies that are not high on priority, but can work as a platform for getting another posting elsewhere," says Goel.

Go Glocal

A lot of MNCs are ramping up operations across the country, and not just the metros. "Tier II, tier III cities and rural markets have plenty of opportunities and a lot of companies within the F&B and education space have ambitious plans for such areas. One should not hesitate in exploring such opportunities," says Madan.

Meet People

Get active on social networking websites and job portals, and meet people if possible. "It is always better to meet people rather than mailing or calling them, as face value has a greater recall ," says Goel.

Be Specific

Your profile should be specific and should highlight your work areas and expertise. Avoid overloading your resume with content to prevent misrepresentation.

http://economictimes.indiatimes.com/news/news-by-industry/jobs/ways-to-find-a-job-in-a-tough-market/articleshow/13089631.cms

How to make the most of your bonus money

Still sulking about that bad bonus? Come on, it is time you switched your focus on what to do with the money than worry about the future of global finances and your career prospects in the coming year. The trouble is that most of us don't consider lump sum amounts we receive as bonus and arrears as part of our total income.
Typically, we use the money to fund the latest gizmo in vogue. "The bonus or increment can be used to add to an existing goal, plugging the leakages or shortfalls," says Harshvardhan Roongta, certified financial planner at Roongta Securities.
Here are a few tips you can consider to make the most of the extra money - no matter how miniscule - in your bank account at the beginning of the financial year, as that is when most salaried individuals earn their annual increments and bonus.
Clear your dues
It might be tempting to pre-pay your home loan to bring down the debt burden. However, a better option would be to target the most expensive loans first.
Credit card outstanding, personal loans or even car loans should be repaid as soon as possible. Unlike home loans, they do not offer any tax benefit. Also, they are more expensive. If you don't have any of these loans, you can certainly look at making part or full prepayment of your home loan.
Invest in PPF
Public Provident Fund (PPF), the most popular instrument for creating a retirement corpus as well as tax planning, offers twin tax benefits.
One, investments made in PPF are eligible for deduction under 80C.
Two, the maturity proceeds from PPF are also exempt from income tax. Many tax-payers invest in PPF only in January or March, just before the end of the financial year.
However, if they start investing right at the beginning of the financial year, they can get better returns. If you invest in March, your investment will fetch interest only for that month. Against this, your investment in April or May will earn interest through the year.
This apart, also ensure that you invest before the 5th of every month, as it happens to be the date taken into account for crediting interest. Starting early will also be lighter on your pocket - you can direct funds to your PPF account every month rather than investing a lump sum.
SIP in ELSS
Many tend to invest a lump sum in equity-linked savings schemes (ELSS) at the end of the financial year. However, starting early will help you to invest in a staggered manner through the systematic investment plan (SIP) route, which helps one to average out the purchase cost. It will also impart the much needed discipline to your investment plan.
Evaluate your insurance basket
"At the end of a financial year, people often do not have the time to evaluate their insurance needs and end up buying some policy in a hurry only to save tax. Such individuals would do well to start reviewing their portfolio right away to identify the undesirable policies. These policies can be weeded out and substituted with term policies," suggests Roongta.
Term insurance is the most recommended form of life insurance, as it offers a large protection cover at an economical cost. However, due to the push from agents and companies as well as an individual's own aversion to policies offering no returns, many end up with costly unit-linked insurance plans (Ulips) and traditional endowment plans.

Upgrading your child's school

With the advent of international and other high-end schools, kids' education is not a child's play any more. It never was, but given the pressure to ensure the best education for your child and rapid rise in fees at such schools, the task has become even more challenging.

And, this is where you can put your bonus to good use, if you have been planning to upgrade your child's school.

"Usually, it is observed that when individuals carry out their tax planning exercise at end of the financial year, they choose schemes as per their convenience and not after considering any financial goal," says Pankaj Mathpal, CFP and CEO, Optima Money Managers.

Taking such arbitrary decisions will not only affect your cash flow during the year, but also your overall financial planning process. Planning well in advance at the beginning of a financial year is the best method to circumvent such issues.

http://economictimes.indiatimes.com/personal-finance/savings-centre/analysis/how-to-make-the-most-of-your-bonus-money/articleshow/13072414.cms?curpg=2

How To Be Single And Happy

Single and happy can go very well in the same sentence. Don't believe us? Well, read on to know how you can be single and happy

Being single is under-rated.

Take our word on this. Yes, love brings happy and we all need companions with whom we can spend our lives. But then flying solo for while is good and needed to discover the true you and to live life your way. Don’t let your committed friends bring you down about your single status. It is definitely possible to be single and happy.

1. Discover you

This may sound a tad bit fantastical and romantic, but being single is the perfect time to discover you. This time on your hand should be used to do things that you love, the ones that make you happy. It could be reading, travelling, photography or what matters to you. When you discover what makes you happy, you will experience joy such as you have never known.

2. It’s an open field

Look at the plus side of being single. You are free to look, to flirt and to have a good time. There is no one to stop you from admiring beautiful women and you won’t feel guilty about doing so either. The world is your playground, quite literally. Of course, we don’t mean that you letch or behave like a prick. Keep it classy and keep it sexy.

3. Friendships

If you are single, then it only means that you have that much more time on hand to be with your friends and hang out with them. Make the most of this and focus on re-connecting with your friends and having a good time with them. Friends are what make life interesting and worthwhile, so totally immerse yourself in friendship and thus bring happiness and joy in your life.

4. Silence

If you’re single, then your life will have its share of silence and peace. No tolerating mood swings, nagging, erratic behaviour. You won’t even have to invest in tactfully handling passive aggressive situations. You’re free and you are your own boss.

5. Finances

Of course, you will surely save a truck load when you’re single. No buying expensive gifts, no paying for dinner / dates etc. You can control your finances and spend all of your money on you and your happiness!

Being single and happy is rather easy. You just have to look at the bright side of like and take things with a pinch of salt.


http://in.lifestyle.yahoo.com/single-happy-112540323.html

Five ways to establish a rapport with the new boss

Whether your equation with your old boss was great, or or not so good, it's always a challenge adjusting to a new boss. ET gives you some pointers on how to build a rapport.

Do your Due Diligence

Take time to learn all you can about your new boss. "Understanding what is important to the boss is a sure shot way to establish rapport," says Makarand Khatavkar, MD & HR head for Deutsche Bank Group in India.

Get Feedback

"Ask your new boss what you can do to produce better work and what you need to change. That way, your new boss knows you are willing to go the extra mile," says Gurdeep Walia, executive in a market research firm.

Make Yourself Useful

Figure out ways in which you can be relevant. "Identify the opportunities. For instance, if your boss needs extra help on an assignment and you pitch in, that will make a good impression," says Khatavkar.

Watch what you Say

Don't try to earn brownie points by badmouthing your old boss, and don't start discussing the new boss' shortcomings with co-workers.

Stay Within Limits

Be punctual, focused and deadlineoriented. Work hard and always give it your best shot. At the same time, don't promise more than you can deliver. Otherwise you risk damaging your reputation at work.


http://economictimes.indiatimes.com/news/news-by-industry/jobs/five-ways-to-establish-a-rapport-with-the-new-boss/articleshow/13042694.cms

How to perfectly conduct an interview

When an organization grows, the recruitment of new employees becomes necessary.

This leads to the hassle of conducting interviews and giving appointments to candidates who have been filtered for the job. However, preparation for an interview before hand is equally important for the interviewer as it is for the person who is going to be interviewed. Let us see how and why.

1. Be thorough

Make sure you have a thorough understanding of the position for which you are going to interview the candidate. This will help you decide whether the candidate has a profile matching the job description or not. Also go through the candidate’s resume and highlight points on which you may want toquestion the applicant.

2. Well begun is half done

Start off on a positive note. There is no harm in making the interviewee feel welcome. It is not an interviewer’s prerogative to scare the life out of a candidate and make him as uneasy as you can. Do remember though, never form an opinion based on whether the person seems affable or not. Your job is to test his knowledge specific to the position he has applied for.

3. Action

Now that you have the candidate’s full attention, get into the thick of things. You must have a basic list of questions prepared beforehand which can be applicable to all candidates. These questions should be aimed at the candidate’s skill sets and abilities. You can also ask questions pertaining to previous work experiences or projects, based on the kind of candidate you have. Their responses and body language will help you make a basic assessment of their nature.

4. The art of 20 Questions

There are different approaches you can take to judge a candidate’s potential. Factual questions will give you an insight to a person’s subject knowledge related to the position. You can also give the candidate a situation to analyze and ask them how they dealt with similar problems at their previous workplace. Ask them about significant tasks or projects they had accomplished earlier. Make sure your questions are more open-ended than of the closed nature. Also avoid asking yes/no questions. Reframe them in a manner which prompts the candidate to elaborate on his answer.

5. Ask & Listen

Clarify the available time at the beginning of the interview. This will allow the interviewee to pace his answers accordingly. Never rush a candidate into giving out his answers in a hurry. Maintain eye contact and keep a note of how the candidate reacts and responds to your questions. Allow them to ask questions too. Listen attentively and answer to the best of your abilities.

6. Behave professionally

As discussed earlier, make the candidate feel at ease, but at the same time maintain a professional demeanor. The candidate should be able to understand the importance of the situation. Also keep in mind, that the candidate will definitely be sharing his experience and giving feedback to other people. Your manner and approach will directly represent that of your company, so look before you leap.

7. Over and out

Once you’re finished, the questioning and answering, thank the interviewee for his time. Let him know when he can expect to hear back from the company about the final employment decision. Do not make false promises and be clear on the company’s policy in this regard. Once the candidate leaves, take your time and give a fair evaluation of the interview process. Do not let your personal view of the candidate as affect your assessment. Rather, list out the candidate’s strengths and weaknesses relative to the position he is being considered for.

Remember, a well-conducted interview saves the company a lot of time, money and other future hassles. You do not want to hire the wrong employee and then have to lay him off later on. Taking the final call is in your hands, so play your cards perfectly.

http://in.lifestyle.yahoo.com/perfectly-conduct-interview-110454338.html

Costly health insurance errors

Avoid making these silly mistakes when buying health insurance

 

With a mind-boggling variety of health insurance products available in the market, and insurance being a long-term investment, there is bound to be anxiety while choosing the right product. A wrong decision can affect finances for a long term. Hence, it pays to learn from mistakes others make and avoid them when buying your next health cover.

Not finding the right advisor

Finding the right advisor is the first step to buying a good health cover. Go through all your existing insurance policies, and you will spot a trend—most policies would have been bought from some uncle, aunt, cousin or neighbour. In India, traditionally, insurance policies have often been sold and rarely been professionally ‘advised’. Insurance is a complex contract, which requires detailed understanding, before you sign up. Having a good advisor on your side can bring good long-term return on investment for you. An advisor is a critical source of important information for your purchase decision. One should spend good time in recruiting an advisor. Good advisors have two qualities: they are neutral [prefer an insurance broker who deals with all insurance companies rather than one that represents a single brand]; and they have rich experience in servicing and managing health insurance claims.

Waiting for that perfect product

Waiting till you find a perfect product is a common mistake the well-educated, well-read among us make. The research never ends, and a cover is never bought. If you are nodding your head right now in agreement, and saying, “Yeah, this is me”…believe me, that perfect product you are looking for is nothing but imaginary. Insurance is more about risk management, and less about investment. It is like finding a life partner; you need to settle for the most suitable option for your needs, rather than waiting for the perfect one to come by. You might have to wait forever.

Relying on health insurance provided by employers

Many employees and their families are covered by their employers as part of the employee benefits. It’s important to be aware of this benefit and avail it when the need arises. At the same time, it’s important to understand that this cover is owned by the employer, and hence continues as far as you are employed with this organisation. Once you part with the company, your cover ceases to exist, till you join another organisation and that company decides your cover. If there is a break in your career, you join a start-up or start on your own, your family and you will be left without a cover. Recent reports on employee benefits in the media suggest that more than 40 per cent of employers are reducing or restricting coverage, owing to increase in insurance premiums for corporates. Irrespective of the cover offered by your employer, you should always have your own cover.

Ignoring healthcare inflation

When taking a health cover, most people only consider current healthcare costs. They buy a cover of Rs3 lakh [or less] as most major surgeries cost that much. With inflation in healthcare reported at 18 per cent – 25 per cent, healthcare expenses, surgeries in particular, are set to double in the next four years. So, a bypass surgery, which costs about Rs 3,00,000 in a good hospital today, will cost Rs 6,00,000 by 2016. Since the commitment to health insurance is long-term [about 30 years], look at a 20-years scenario while fixing your health cover.
Remember, the option of increasing your cover at the time of renewal remains open to you till you are young [less than 40] and don’t have chronic ailments. Once you cross 40 or suffer an ailment, the chances of getting an ideal cover gets slimmer.

Cutting corners

Buying a product based on whether it comfortably fits your mind budget, may not be a wise decision. It’s like buying a cheap fire extinguishers. Health insurance is a service, which will support ‘quality’ healthcare for your family—the one thing you wouldn’t want to compromise on.

Not reading the policy terms and conditions

Nobody believes one can do this, but we see this happening every day. Numerous people get stuck with wrong policies, simply because they don’t read the terms and conditions. Remember, the brochure is a marketing tool, and is created to position the product for sales. It does not give the complete picture of the product. The policy terms and conditions, called policy wordings, are what you need to refer to. Most advisors do not share this document. Hence, we recommend that you insist on reading it, before signing up. Remember, if you are taking a pinch on your pocket, you need to take pains to go through the contract wordings.

Thinking short term

“My wife is pregnant; can I get a maternity cover?” “My father has been advised to go for a cataract surgery, is there a product which can cover this?” We regularly encounter customers asking such questions. The answer is: There isn’t any such product available that covers all your risks in the short-term. Insurance works on the concept of probability of risk. No insurance policy covers individual risk, which is certain to occur. There are no sure lotteries. You need to invest in a good policy, and I can assure you it will pay back in the long term.

Hiding information

A customer was advised by an agent to omit mentioning existing ailments in the proposal form so that his parents could get covered. Such a thing will not hold in real life. Insurance companies have the best of specialists to investigate and identify such omissions/misrepresentations at the time of claims. If any anomaly is found, your claim will be rejected and you’ll have to bear all the expenses from your own pocket.
Insurance works on a principle of “Utmost Good Faith”, which means you need to be as expressive as possible in informing your insurance provider regarding the current status of your health.

Buying health insurance solely for saving tax

Health insurance has benefits much larger than what an 80D deduction can provide. Don’t fall in the trap of agents in the hunt to sell tax-saving products, which have a higher ROI for him, rather than you. Enjoy tax benefits as an added benefit. If you keep tax-saving as your prime objective, you might end up buying a wrong product.

Getting impressed with frills

The glossy brochures sell frills more than the basic solution—full coverage of hospitalisation costs. There are products in the market that cover general medical expenses related to medical tests, pharmacy bills or dentist bills. For instance, a product that provides a free medical test coupon but covers a person only up to 60 years of age—a time when you need a cover the most. Hence, getting lured by a medical test coupon is not sensible. Ensure that your policy comprehensively covers your basic financial risk, rather than buying a glossy product, which is for problems you don’t have.


http://completewellbeing.com/article/costly-health-insurance-errors/