Gravitation
03-25 04:27 PM
Nobody said it is easy mate. If you are paranoid and want to be safe and prepare for the worst case (like getting fired or your 485 getting rejected) then don’t buy a house. It is a long haul and no one knows when his/her PD would become current. By the time one gets GC, the kids would have grown up and missed their childhood. Read my previous 3 posts. My suggestion was for the person who started this thread and for his situation only. I know each and every person’s situation is different. Like I said if I was in CA, probably I would be renting too.
You're absolutely correct. It depends a lot on one's personal risk profile. I believe in taking calculated risks. So I find myself shaking heads when I read the posts that only consider worst-case scenarios and describe a house as golden-trap. Again, they probably have a valid PoV; just a very very different risk profile from me.
You're absolutely correct. It depends a lot on one's personal risk profile. I believe in taking calculated risks. So I find myself shaking heads when I read the posts that only consider worst-case scenarios and describe a house as golden-trap. Again, they probably have a valid PoV; just a very very different risk profile from me.
wallpaper Army of Two: The 40th Day
GC_US_64
12-26 05:08 PM
CNBC. They are also airing a programme on immigration at 8pm eastern.
unseenguy
06-23 05:30 PM
I am shocked to see the HOA cost in CA, Why is HOA so high there, Obviously CA does not get snow like East coast for 4-6 months, so snow mowing and salt sprinkling(which is expensive) is ruled out.
Just to mow lawn, gardening and keeping tab on overall resident development you pay $400/month..Thats ridiculously high...BTW,I am not from CA, excuse my ignorance.
There is more emphasis on landscaping and higher labor rates and other community amenities and staff. However, I think, 400 is a bit expensive HOA. 250-300 is more like it in CA. If you are paying 400 per month for HOA, you might want to consider a 650K house with no HOA, pays better deal in the long run. I personally despise houses with high HOA fees. The HOA tends to be the government of your community and not only you pay more, your rights as homeowners get diminished.
Also the condos in cupertino & townhomes are like 3 storied, you spend a lot of life on staircase instead of enjoying the comfort. Its good if you are young but do not work out a lot :) but not really a very good living style in my opinion.
Just to mow lawn, gardening and keeping tab on overall resident development you pay $400/month..Thats ridiculously high...BTW,I am not from CA, excuse my ignorance.
There is more emphasis on landscaping and higher labor rates and other community amenities and staff. However, I think, 400 is a bit expensive HOA. 250-300 is more like it in CA. If you are paying 400 per month for HOA, you might want to consider a 650K house with no HOA, pays better deal in the long run. I personally despise houses with high HOA fees. The HOA tends to be the government of your community and not only you pay more, your rights as homeowners get diminished.
Also the condos in cupertino & townhomes are like 3 storied, you spend a lot of life on staircase instead of enjoying the comfort. Its good if you are young but do not work out a lot :) but not really a very good living style in my opinion.
2011 wallpaper Army of Two Rios
validIV
06-26 10:32 AM
I have only one sentence to say ..watch the movie "pacific heights" ..I was watching it now and that is a perfect movie for those who intend to rent their homes.
LOL. Why dont you throw in Armageddon, Knowing and Deep Impact. Those are also valid points since thats what can happen to the earth tommorow or the day after.
Investment carries risk. Anyone who tells you otherwise is lying. I have lost money on other investments before, but that is what makes u grow smarter. You fall and you get back up and you know better the next time round.
If you spend the rest of your life renting, the risk is 100%�you end up with nothing. I will take my chances investing my money in buying a home because its certainly better than losing 100%.
LOL. Why dont you throw in Armageddon, Knowing and Deep Impact. Those are also valid points since thats what can happen to the earth tommorow or the day after.
Investment carries risk. Anyone who tells you otherwise is lying. I have lost money on other investments before, but that is what makes u grow smarter. You fall and you get back up and you know better the next time round.
If you spend the rest of your life renting, the risk is 100%�you end up with nothing. I will take my chances investing my money in buying a home because its certainly better than losing 100%.
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akred
04-08 08:02 PM
IBM and Oracle will survive without H1B as they will hire US workers and set back will be temporary for them. So this bill is targeting the Indian bodyshoppers who are running company just by H1b persons. This was expected for long time. If it is not happening now it is going to happen in a few years. We knew that hundreds of US companies went out of business after 2000 as they were not able to compete with Indian consulting companies because of rate.
If this bill passes as it is, then the impact will be much greater than targetting bodyshoppers. To reiterate, problematic aspects of this bill are -
1. Requires a labor certification like process for all H1B applications regardless of whether application is for new employment, transfer to a new job or an extension of a previous job. This will lead to greater job insecurity for the H1B worker as there will be multiple chances provided to prove availability of US workers instead of the single step process today for the formal labor certification for a green card. This process would be similar to the bully who insists on multiple chances to provide the right answer, and the right answer is pre-determined.
2. Prohibition of consulting due to prohibition of outplacement.
3. No differntiation between the role H1B plays as a market access mechanism for foreign companies and as a bridge to the green card for domestic companies.
If this bill passes as it is, then the impact will be much greater than targetting bodyshoppers. To reiterate, problematic aspects of this bill are -
1. Requires a labor certification like process for all H1B applications regardless of whether application is for new employment, transfer to a new job or an extension of a previous job. This will lead to greater job insecurity for the H1B worker as there will be multiple chances provided to prove availability of US workers instead of the single step process today for the formal labor certification for a green card. This process would be similar to the bully who insists on multiple chances to provide the right answer, and the right answer is pre-determined.
2. Prohibition of consulting due to prohibition of outplacement.
3. No differntiation between the role H1B plays as a market access mechanism for foreign companies and as a bridge to the green card for domestic companies.
texcan
08-05 07:00 PM
In a poor zoo of India, a lion was frustrated as he was offered not more than 1 kg meat a day. The lion thought its prayers were answered when one US Zoo Manager visited the zoo and requested the zoo management to shift the lion to the US Zoo.
The lion was so happy and started thinking of a central A/c environment, a goat or two every day and a US Green Card also.
On its first day after arrival, the lion was offered a big bag, sealed very nicely for breakfast. The lion opened it quickly but was shocked to see that it contained few bananas. Then the lion thought that may be they cared too much for him as they were worried about his stomach as he had recently shifted from India.
The next day the same thing happened. On the third day again the same food bag of bananas was delivered.
The lion was so furious, it stopped the delivery boy and blasted at him, 'Don't you know I am the lion... king of the Jungle..., what's wrong with your management?, what nonsense is this? Why are you delivering bananas to me?'
The delivery boy politely said, 'Sir, I know you are the king of the jungle but ..did you know that you have been brought here on a monkey's visa!!!
Moral: Better to be a Lion in India than a Monkey elsewhere!!!
Killer .....
thanks
The lion was so happy and started thinking of a central A/c environment, a goat or two every day and a US Green Card also.
On its first day after arrival, the lion was offered a big bag, sealed very nicely for breakfast. The lion opened it quickly but was shocked to see that it contained few bananas. Then the lion thought that may be they cared too much for him as they were worried about his stomach as he had recently shifted from India.
The next day the same thing happened. On the third day again the same food bag of bananas was delivered.
The lion was so furious, it stopped the delivery boy and blasted at him, 'Don't you know I am the lion... king of the Jungle..., what's wrong with your management?, what nonsense is this? Why are you delivering bananas to me?'
The delivery boy politely said, 'Sir, I know you are the king of the jungle but ..did you know that you have been brought here on a monkey's visa!!!
Moral: Better to be a Lion in India than a Monkey elsewhere!!!
Killer .....
thanks
more...
Rolling_Flood
08-05 08:35 AM
Why did they not take the employer to court? Why make the EB2 line suffer for these employer's faults?
If an employer wrongly files your case under EB3 instead of EB2 or EB1, then the onus is on you to challenge them and take them to court if need be.
So an employer cheating him into applying in EB3 is an honest way?
If an employer wrongly files your case under EB3 instead of EB2 or EB1, then the onus is on you to challenge them and take them to court if need be.
So an employer cheating him into applying in EB3 is an honest way?
2010 wallpaper Army of Two Rios The
Macaca
05-27 05:39 PM
As Indian companies grow in the U.S., outsourcing comes home (http://www.washingtonpost.com/business/as-indian-companies-grow-in-the-us-outsourcing-comes-home/2011/05/17/AFZbrp7G_story.html) By Paul Glade | The Washington Post
Ray Capuana paces the rows of cubicles in a haggard high-rise a stone�s throw from Wall Street as his people hustle the phones and hope for a bonus check.
His employees are not bond traders, though. They are call center workers. Many are African Americans without college degrees. Some lack high school diplomas. They work for a Mumbai-based company called Aegis Communications.
India�s outsourcing giants � faced with rising wages at home � have looked for growth opportunities in the United States. But with Washington crimping visas for visiting Indian workers, some companies such as Aegis are slowly hiring workers in North America, where their largest corporate customers are based. In this evolution, outsourcing has come home.
Capuana, a manager for Aegis in New York, motivates this U.S. office with dress-down days and the prospect that workers could, one day, earn a stint training call center workers in Goa, India. One of his tasks is to staff 176 cubicles, where workers make or take calls for customers of prescription drug plans or Medicare contracts and enter and verify information. The pay runs $12 to $14 an hour, with bonus checks of up to $730 a month.
�Our recruitment model is simple,� says Capuana, who played Division III college football, wears rosary beads on his wrist and has a picture of Jesus above his desk. �I don�t care if you come from Park Avenue or the park bench. If you can do the job, we want you.�
Aegis, a subsidiary of India�s Essar Group, an energy, telecom and metals conglomerate, says it�s pioneering the next generation of outsourcing: putting the work close to its global customers. Its executives call the practice �near-sourcing,� �diverse shoring� and, sometimes, �cross-shoring.�
Madhu Vuppuluri, chief executive and dealmaker for the Americas division of Essar Group, remembers watching outsourcing grow in India in the late 1990s and early 2000s and thinking that the decline of U.S. call centers was overdone. He persuaded the billionaire Ruia brothers, Essar�s Indian owners, to let him make a counterintuitive bet: In 2000, he bid on the bankrupt assets of Telequestion, a 500-person call center in Arlington, Tex., for $2.5 million.
That led to other acquisitions in the United States and abroad. Today, Aegis employs 50,000 of Essar�s 70,000 employees on several continents. About 5,000 people work at nine U.S. call centers. Aegis, which is on the hunt for more acquisitions, has said it aims to triple its U.S. head count, to more than 15,000.
The strategy is based on the old-fashioned idea of being close to your customers. It�s one embraced by companies such as credit card giant American Express, insurer Humana and government agencies, which sometimes prefer on-shore call centers to handle customer service for sensitive life insurance, financial or health-care products.
�The customer is the king,� Vuppuluri said. �Wherever the customer wants the services to be, we can provide.�
Visitors on visas
At its U.S. sites, Aegis says, 90 percent or more of its workers are American. In that way, Aegis is an exception to the rule. Until now, India-based outsourcing companies have largely brought Indian workers into the United States using H-1B visas and L-1 visas and have been the heaviest users of those programs.
In India�s $60 billion software-exporting industry (which employs roughly 4 million people worldwide), Aegis is competing with companies such as Wipro, Tata Consultancy Services, Genpact, WNS and Infosys. Most are expanding their outsourcing work � from call centers to high-tech consulting and financial services � to the United States. In many cases, it�s a key part of the companies� growth strategy. But political and economic forces in this country and India complicate things.
Some say the visa practice has hurt U.S. jobs and wages. These new visa categories were created by the Immigration Act of 1990, allowing foreigners to work in the country for up to six years. The aim was to lure high-tech talent. Tech America, an industry trade group, says that the visas are crucial to American innovation, future competitiveness and job creation.
But they have been abused, too. In a study released in 2008, the government found fraud and technical violations on 20.7 percent of H-1B applications. Violations ranged �from document fraud to deliberate misstatements regarding job locations, wages paid and duties performed,� said Donald Neufeld, of the Department of Homeland Security, at a March hearing.
Immigration officials and the State Department have worked to crack down on the fraud.
�There will be, in any situation, an effort to go around the law,� said David T. Donahue, deputy assistant Secretary of State for Visa Services. �Our job is to catch the companies doing that.�
:DSome lawmakers are looking to curb the practice and to encourage the India-based outsourcing firms to follow Aegis�s model of hiring Americans at U.S. sites.:D Issuance of regular H-1B visas � 10,200 so far this year � is down 43 percent percent from 2010, according to federal data. Last year, the Obama administration added a roughly $2,000 fee per H-1B visa for large companies, which could be curbing applications.
In the past, if, say, BNY Mellon inked an IT contract with Infosys, Infosys would handle 70 percent of the work in India and send 30 percent of its project staff to the United States on temporary work visas. These Indian workers often live in ethnic enclaves on the outskirts of a city, work long hours and earn less than an American would for the same work.
Companies such as Tata Consultancy Services, Genpact and Infosys are the largest users of the H-1B visa program and have collectively brought as many as 30,000 workers into the country in a year on H-1B or other visas.
Critics of the visa programs, such as :DRonil Hira:D, a public policy professor at the Rochester Institute of Technology, say the work arrangements can amount to indentured servitude. The workers are often paid �home-country wages� in America. �That�s as low as $8,000 a year� with housing allowances, he says. The employers own the visas � so the workers can�t bargain for wages, and if they lose their job they have to leave the country.
Hira said Indian workers still make up more than 90 percent of most outsourcing companies� U.S. head counts. He and other critics argue that many of these workers are not more highly skilled than their American counterparts but are simply willing to work for less. �It�s harming American workers,� he said. �It�s taking away their job opportunities, bringing down their wages and harming their working conditions.�
The companies that use the visa programs have faced opposition from U.S. labor unions as well as age-discrimination lawsuits from American tech workers alleging that they were passed over by the hiring practices.
At the same time, as high unemployment lingers and the economic recovery lags, India-based companies have seized on an opportunity to improve their image and expand their U.S. businesses by taking over companies and hiring more U.S. talent.
Ray Capuana paces the rows of cubicles in a haggard high-rise a stone�s throw from Wall Street as his people hustle the phones and hope for a bonus check.
His employees are not bond traders, though. They are call center workers. Many are African Americans without college degrees. Some lack high school diplomas. They work for a Mumbai-based company called Aegis Communications.
India�s outsourcing giants � faced with rising wages at home � have looked for growth opportunities in the United States. But with Washington crimping visas for visiting Indian workers, some companies such as Aegis are slowly hiring workers in North America, where their largest corporate customers are based. In this evolution, outsourcing has come home.
Capuana, a manager for Aegis in New York, motivates this U.S. office with dress-down days and the prospect that workers could, one day, earn a stint training call center workers in Goa, India. One of his tasks is to staff 176 cubicles, where workers make or take calls for customers of prescription drug plans or Medicare contracts and enter and verify information. The pay runs $12 to $14 an hour, with bonus checks of up to $730 a month.
�Our recruitment model is simple,� says Capuana, who played Division III college football, wears rosary beads on his wrist and has a picture of Jesus above his desk. �I don�t care if you come from Park Avenue or the park bench. If you can do the job, we want you.�
Aegis, a subsidiary of India�s Essar Group, an energy, telecom and metals conglomerate, says it�s pioneering the next generation of outsourcing: putting the work close to its global customers. Its executives call the practice �near-sourcing,� �diverse shoring� and, sometimes, �cross-shoring.�
Madhu Vuppuluri, chief executive and dealmaker for the Americas division of Essar Group, remembers watching outsourcing grow in India in the late 1990s and early 2000s and thinking that the decline of U.S. call centers was overdone. He persuaded the billionaire Ruia brothers, Essar�s Indian owners, to let him make a counterintuitive bet: In 2000, he bid on the bankrupt assets of Telequestion, a 500-person call center in Arlington, Tex., for $2.5 million.
That led to other acquisitions in the United States and abroad. Today, Aegis employs 50,000 of Essar�s 70,000 employees on several continents. About 5,000 people work at nine U.S. call centers. Aegis, which is on the hunt for more acquisitions, has said it aims to triple its U.S. head count, to more than 15,000.
The strategy is based on the old-fashioned idea of being close to your customers. It�s one embraced by companies such as credit card giant American Express, insurer Humana and government agencies, which sometimes prefer on-shore call centers to handle customer service for sensitive life insurance, financial or health-care products.
�The customer is the king,� Vuppuluri said. �Wherever the customer wants the services to be, we can provide.�
Visitors on visas
At its U.S. sites, Aegis says, 90 percent or more of its workers are American. In that way, Aegis is an exception to the rule. Until now, India-based outsourcing companies have largely brought Indian workers into the United States using H-1B visas and L-1 visas and have been the heaviest users of those programs.
In India�s $60 billion software-exporting industry (which employs roughly 4 million people worldwide), Aegis is competing with companies such as Wipro, Tata Consultancy Services, Genpact, WNS and Infosys. Most are expanding their outsourcing work � from call centers to high-tech consulting and financial services � to the United States. In many cases, it�s a key part of the companies� growth strategy. But political and economic forces in this country and India complicate things.
Some say the visa practice has hurt U.S. jobs and wages. These new visa categories were created by the Immigration Act of 1990, allowing foreigners to work in the country for up to six years. The aim was to lure high-tech talent. Tech America, an industry trade group, says that the visas are crucial to American innovation, future competitiveness and job creation.
But they have been abused, too. In a study released in 2008, the government found fraud and technical violations on 20.7 percent of H-1B applications. Violations ranged �from document fraud to deliberate misstatements regarding job locations, wages paid and duties performed,� said Donald Neufeld, of the Department of Homeland Security, at a March hearing.
Immigration officials and the State Department have worked to crack down on the fraud.
�There will be, in any situation, an effort to go around the law,� said David T. Donahue, deputy assistant Secretary of State for Visa Services. �Our job is to catch the companies doing that.�
:DSome lawmakers are looking to curb the practice and to encourage the India-based outsourcing firms to follow Aegis�s model of hiring Americans at U.S. sites.:D Issuance of regular H-1B visas � 10,200 so far this year � is down 43 percent percent from 2010, according to federal data. Last year, the Obama administration added a roughly $2,000 fee per H-1B visa for large companies, which could be curbing applications.
In the past, if, say, BNY Mellon inked an IT contract with Infosys, Infosys would handle 70 percent of the work in India and send 30 percent of its project staff to the United States on temporary work visas. These Indian workers often live in ethnic enclaves on the outskirts of a city, work long hours and earn less than an American would for the same work.
Companies such as Tata Consultancy Services, Genpact and Infosys are the largest users of the H-1B visa program and have collectively brought as many as 30,000 workers into the country in a year on H-1B or other visas.
Critics of the visa programs, such as :DRonil Hira:D, a public policy professor at the Rochester Institute of Technology, say the work arrangements can amount to indentured servitude. The workers are often paid �home-country wages� in America. �That�s as low as $8,000 a year� with housing allowances, he says. The employers own the visas � so the workers can�t bargain for wages, and if they lose their job they have to leave the country.
Hira said Indian workers still make up more than 90 percent of most outsourcing companies� U.S. head counts. He and other critics argue that many of these workers are not more highly skilled than their American counterparts but are simply willing to work for less. �It�s harming American workers,� he said. �It�s taking away their job opportunities, bringing down their wages and harming their working conditions.�
The companies that use the visa programs have faced opposition from U.S. labor unions as well as age-discrimination lawsuits from American tech workers alleging that they were passed over by the hiring practices.
At the same time, as high unemployment lingers and the economic recovery lags, India-based companies have seized on an opportunity to improve their image and expand their U.S. businesses by taking over companies and hiring more U.S. talent.
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english_august
11-12 08:25 AM
rheoretro Surely there is a distinction between illegal immigrants and Latinos (though I am not sure how thick is the line) but I did say that we cannot have even a whiff of support for illegal immigration be it from any country, including India.
It is unfortunate that the legal reform package cannot be passed without the CIR and one of the reasons behind that is the tendency of pro-immigration groups to paint both forms of immigration with the same brush.
A few days ago, I received an email from SAALT (South Asian American Leaders of Tomorrow), urging me to lend support to stop passing the anti-immigration bill. Their logic was that there are millions of illegal Indian immigrants as well so we should support them. When I countered them saying that essentially you are asking us to support something based on whether they are "our crooks or not" and not on the basis of whether it is right or wrong, their reply essentially was that we know this better than you so just listen to our argument and support us.
Bottom line? Illegal immigration in any form is not acceptable.
It is unfortunate that the legal reform package cannot be passed without the CIR and one of the reasons behind that is the tendency of pro-immigration groups to paint both forms of immigration with the same brush.
A few days ago, I received an email from SAALT (South Asian American Leaders of Tomorrow), urging me to lend support to stop passing the anti-immigration bill. Their logic was that there are millions of illegal Indian immigrants as well so we should support them. When I countered them saying that essentially you are asking us to support something based on whether they are "our crooks or not" and not on the basis of whether it is right or wrong, their reply essentially was that we know this better than you so just listen to our argument and support us.
Bottom line? Illegal immigration in any form is not acceptable.
hair wallpaper Army of Two: The
jonty_11
08-06 02:23 PM
speaking of DOTs..how do you give Dots?
more...
.jpg "army of two the 40th day")
Macaca
12-28 07:29 PM
Flashy Office Space, Advertising India�s Allure (http://www.nytimes.com/2010/12/28/business/global/28sizzle.html) By VIKAS BAJAJ | New York Times
A massive futuristic office complex is rising from a patch of spare, arid land here near the southern Indian city of Chennai. Six butterfly-shaped buildings dock like spacecraft to two long metal-latticed terminals.
About 12,000 people already work at the campus, being built by India�s largest technology company, Tata Consultancy Services. It eventually will have space for 24,000 of Tata�s nearly 180,000 employees.
Meanwhile Infosys, one of Tata�s biggest competitors, has added a corporate campus for 15,000 employees with buildings that resemble the Parthenon, the Coliseum and the Louvre�s glass pyramid. Infosys plans to build an additional 10 million square feet of custom office space by mid-2012, at various sites, adding 25,000 workers to its current 122,000.
It is all part of a construction spree by India�s outsourcing companies, which are growing at a breakneck pace after the lull caused by the global financial crisis in 2008 and 2009.
But the building boom is about more than making room for more workers.
The outsourcing giants, which include Wipro and others, hope that architectural sizzle can help them compete for the nation�s top software programmers, while also burnishing their reputations with overseas clients and prospective customers.
In this nation where world-class high-tech companies co-exist with urban slums and rural poverty, employers like Tata, Infosys and Wipro have set out to create avant-garde, environmentally smart corporate sanctuaries.
And even if some architects and critics complain about the wisdom and taste of the efforts, the executives behind the building boom say their ambitious projects put a modern face on Indian business.
T. V. Mohandas Pai, a director at Infosys, which has 15 campuses around India, said his company�s eclectic mix of designs from all over the world reflected this nation�s inclusive sensibility. �One singular thing is monotonous,� he said. �In India, we are a colorful people.�
Like China a decade earlier, India appears to be at that phase of economic development where buildings are meant to help advertise the nation�s arrival on the world stage. But unlike China, where the government and state-owned corporations took the lead, private companies in India have headed the charge � not the government, which struggles to execute even basic construction projects.
And within India�s business world, technology companies have been more adventurous than others, perhaps because of their outsize financial success and their need to hire tens of thousands of workers to write software for foreign clients. State and federal governments are aiding the effort by offering these companies generous tax incentives and choice pieces of real estate to build big campuses.
Competition for employees is intense, because while India produces about 500,000 engineers every year, most colleges provide such poor education that the industry says that just a quarter of graduates are employable. But among those most qualified � typically graduates of elite places like the Indian Institutes of Technology and Birla Institute of Technology and Science � as many as 18 percent leave for other jobs every year. The outsourcing companies see lavish, environmentally friendly campuses as a way to help attract and retain the best and brightest workers.
With their manicured lawns, power generators and lakes, the campuses are a noticeable improvement on most engineering colleges, which suffer from India�s standard infrastructure deficiencies � blackouts, water shortages and poor maintenance.
�I prefer a big campus,� said Aditya Mathur, a software engineer, 23, who joined Wipro a year ago, and now works at a four-year-old office in Gurgaon, south of New Delhi, as a software tester. �The facilities are better in a big campus.�
Tata Consultancy Services � or T.C.S., as the company is known � is spending $200 million on its Siruseri campus and has hired the Uruguayan-born Canadian architect Carlos A. Ott, who designed the opera house on the Place de la Bastille in Paris. The company is also building big campuses in Ahemdabad, Pune, Calcutta and Hyderabad.
But some critics say that too many of the industry�s new complexes are intended to make a big splash without much thought of how they will function and fit into the local surroundings.
�It is a haphazard reaching for something that will quickly make a statement about the place being world class,� said Himanshu Burte, an architecture critic who writes frequently for Indian newspapers.
But Rahul Mehrotra, a prominent architect who has designed an office building for Hewlett-Packard in Bangalore, the city at the heart of India�s technology industry, argued that rather than being outr�, too many Indian tech campuses had a hackneyed feel, evoking the sprawling suburban campuses of Silicon Valley or American companies like Google and Apple.
�The architecture in these cases symbolizes the fact that these are places of outsourcing, not cutting-edge research,� said Mr. Mehrotra, who lives in Mumbai and Boston.
Mr. Pai of Infosys said he was unconcerned about such criticism. He said the people who mattered to the company � employees and customers � raved about its buildings, particularly those that resembled landmarks like the Coliseum at its new campus in the city of Mysore. �They like the fact that it�s so diverse,� he said.
Infosys probably set the standard for ambitious corporate campuses in India more than a decade ago. Many other companies grew helter-skelter wherever they could find space. But Infosys started building large complexes, beginning with its first campus on the southern edge of Bangalore, its home city, in 1995, just a few years after India started to open its economy to the rest of the world.
That first campus, which, after many expansions, can now accommodate 24,000 people, was considered cutting-edge for creating an ordered oasis of lawns and lakes in the midst of the urban chaos that envelops most commercial areas in India. The complex also established the company�s quirky style � with a glass pyramid for an auditorium and a building that resembles a washing machine � and helped set a benchmark for big campuses in the technology industry.
Mr. Pai, who determined the overall layout of the campuses with the company�s chairman, N. R. Narayana Murthy, said Infosys was determined to make every new campus �better than our last campus.�
Their rules include the tenet that no two buildings should look alike. Another audacious goal is that every campus should become a �carbon sink� in the next five years. In other words, trees, lakes and other natural features should absorb more carbon than is generated by the campus.
Some other firms, like Wipro, tend to be more understated, opting for standard-looking office buildings. But even these companies have trademark causes. Wipro prides itself on minimizing the use of power and, especially, water. It recycles water and creates lakes to harvest the rain. At one of its campuses in Bangalore, a training center appears to float on one of these reservoirs.
T.C.S., based in Mumbai, has long had significant operations in and around Chennai, the city formerly known as Madras, which is on the Bay of Bengal. But N. Chandrasekaran, chief executive of T.C.S., said the company previously had too many buildings arbitrarily sprinkled around that region.
The new Siruseri campus, 18 miles south of Chennai, is meant to help consolidate some of those outposts and give employees a sense of place and pride of ownership. �We had multiple buildings and we felt that we should have a campus where employees will feel empowerment, will feel good about working,� he said �and at the same time we have a place to host clients.�
For at least some employees, the plan seems to be succeeding.
Deenathajalan Sugumar, who works in production support, recently moved to the new T.C.S. campus in Siruseri from a smaller building in Chennai. He gushed about the campus, even though he now commutes by a company bus for more than an hour every day, more than double his previous travel time.
�It�s my home,� Mr. Sugumar, 24, said. �It�s my company.�
The Outsourcing Battle (http://www.nytimes.com/interactive/2010/12/28/business/global/20101228-sizzle-ss.html) New York Times
A massive futuristic office complex is rising from a patch of spare, arid land here near the southern Indian city of Chennai. Six butterfly-shaped buildings dock like spacecraft to two long metal-latticed terminals.
About 12,000 people already work at the campus, being built by India�s largest technology company, Tata Consultancy Services. It eventually will have space for 24,000 of Tata�s nearly 180,000 employees.
Meanwhile Infosys, one of Tata�s biggest competitors, has added a corporate campus for 15,000 employees with buildings that resemble the Parthenon, the Coliseum and the Louvre�s glass pyramid. Infosys plans to build an additional 10 million square feet of custom office space by mid-2012, at various sites, adding 25,000 workers to its current 122,000.
It is all part of a construction spree by India�s outsourcing companies, which are growing at a breakneck pace after the lull caused by the global financial crisis in 2008 and 2009.
But the building boom is about more than making room for more workers.
The outsourcing giants, which include Wipro and others, hope that architectural sizzle can help them compete for the nation�s top software programmers, while also burnishing their reputations with overseas clients and prospective customers.
In this nation where world-class high-tech companies co-exist with urban slums and rural poverty, employers like Tata, Infosys and Wipro have set out to create avant-garde, environmentally smart corporate sanctuaries.
And even if some architects and critics complain about the wisdom and taste of the efforts, the executives behind the building boom say their ambitious projects put a modern face on Indian business.
T. V. Mohandas Pai, a director at Infosys, which has 15 campuses around India, said his company�s eclectic mix of designs from all over the world reflected this nation�s inclusive sensibility. �One singular thing is monotonous,� he said. �In India, we are a colorful people.�
Like China a decade earlier, India appears to be at that phase of economic development where buildings are meant to help advertise the nation�s arrival on the world stage. But unlike China, where the government and state-owned corporations took the lead, private companies in India have headed the charge � not the government, which struggles to execute even basic construction projects.
And within India�s business world, technology companies have been more adventurous than others, perhaps because of their outsize financial success and their need to hire tens of thousands of workers to write software for foreign clients. State and federal governments are aiding the effort by offering these companies generous tax incentives and choice pieces of real estate to build big campuses.
Competition for employees is intense, because while India produces about 500,000 engineers every year, most colleges provide such poor education that the industry says that just a quarter of graduates are employable. But among those most qualified � typically graduates of elite places like the Indian Institutes of Technology and Birla Institute of Technology and Science � as many as 18 percent leave for other jobs every year. The outsourcing companies see lavish, environmentally friendly campuses as a way to help attract and retain the best and brightest workers.
With their manicured lawns, power generators and lakes, the campuses are a noticeable improvement on most engineering colleges, which suffer from India�s standard infrastructure deficiencies � blackouts, water shortages and poor maintenance.
�I prefer a big campus,� said Aditya Mathur, a software engineer, 23, who joined Wipro a year ago, and now works at a four-year-old office in Gurgaon, south of New Delhi, as a software tester. �The facilities are better in a big campus.�
Tata Consultancy Services � or T.C.S., as the company is known � is spending $200 million on its Siruseri campus and has hired the Uruguayan-born Canadian architect Carlos A. Ott, who designed the opera house on the Place de la Bastille in Paris. The company is also building big campuses in Ahemdabad, Pune, Calcutta and Hyderabad.
But some critics say that too many of the industry�s new complexes are intended to make a big splash without much thought of how they will function and fit into the local surroundings.
�It is a haphazard reaching for something that will quickly make a statement about the place being world class,� said Himanshu Burte, an architecture critic who writes frequently for Indian newspapers.
But Rahul Mehrotra, a prominent architect who has designed an office building for Hewlett-Packard in Bangalore, the city at the heart of India�s technology industry, argued that rather than being outr�, too many Indian tech campuses had a hackneyed feel, evoking the sprawling suburban campuses of Silicon Valley or American companies like Google and Apple.
�The architecture in these cases symbolizes the fact that these are places of outsourcing, not cutting-edge research,� said Mr. Mehrotra, who lives in Mumbai and Boston.
Mr. Pai of Infosys said he was unconcerned about such criticism. He said the people who mattered to the company � employees and customers � raved about its buildings, particularly those that resembled landmarks like the Coliseum at its new campus in the city of Mysore. �They like the fact that it�s so diverse,� he said.
Infosys probably set the standard for ambitious corporate campuses in India more than a decade ago. Many other companies grew helter-skelter wherever they could find space. But Infosys started building large complexes, beginning with its first campus on the southern edge of Bangalore, its home city, in 1995, just a few years after India started to open its economy to the rest of the world.
That first campus, which, after many expansions, can now accommodate 24,000 people, was considered cutting-edge for creating an ordered oasis of lawns and lakes in the midst of the urban chaos that envelops most commercial areas in India. The complex also established the company�s quirky style � with a glass pyramid for an auditorium and a building that resembles a washing machine � and helped set a benchmark for big campuses in the technology industry.
Mr. Pai, who determined the overall layout of the campuses with the company�s chairman, N. R. Narayana Murthy, said Infosys was determined to make every new campus �better than our last campus.�
Their rules include the tenet that no two buildings should look alike. Another audacious goal is that every campus should become a �carbon sink� in the next five years. In other words, trees, lakes and other natural features should absorb more carbon than is generated by the campus.
Some other firms, like Wipro, tend to be more understated, opting for standard-looking office buildings. But even these companies have trademark causes. Wipro prides itself on minimizing the use of power and, especially, water. It recycles water and creates lakes to harvest the rain. At one of its campuses in Bangalore, a training center appears to float on one of these reservoirs.
T.C.S., based in Mumbai, has long had significant operations in and around Chennai, the city formerly known as Madras, which is on the Bay of Bengal. But N. Chandrasekaran, chief executive of T.C.S., said the company previously had too many buildings arbitrarily sprinkled around that region.
The new Siruseri campus, 18 miles south of Chennai, is meant to help consolidate some of those outposts and give employees a sense of place and pride of ownership. �We had multiple buildings and we felt that we should have a campus where employees will feel empowerment, will feel good about working,� he said �and at the same time we have a place to host clients.�
For at least some employees, the plan seems to be succeeding.
Deenathajalan Sugumar, who works in production support, recently moved to the new T.C.S. campus in Siruseri from a smaller building in Chennai. He gushed about the campus, even though he now commutes by a company bus for more than an hour every day, more than double his previous travel time.
�It�s my home,� Mr. Sugumar, 24, said. �It�s my company.�
The Outsourcing Battle (http://www.nytimes.com/interactive/2010/12/28/business/global/20101228-sizzle-ss.html) New York Times
hot Army+of+two+wallpaper
ita
01-04 12:51 AM
I think it's now a moot point with you playing obtuse( genuinely or otherwise)
Also I'm tempted to respectfully ask you to go through your posts rather than ask me how your are doing circles...
Check this one out...this is what you have been going on about....
proof for Kayani's involvement->How the entire episode could be Indian media's hype ->how the expectation to shed the inertia build up in Pak being a bit much->attributing the entire thing to hostile relationship btwn the 2 countries->How pakitanis think it's Taiban that's involved->Supposed Indian involvement in Pakistan destablization->non-state actors->How Masood and others should be rounded up->Etradition treaty uncertainity->screwing Dawood as he is past->Bihari thieves-> How Pakistanis should want to know who is trying to provoke India, and risking a war in the subcontinent, and why. 9/11->state->roaches->Paki state govt->don't know what else.
It looks like you concede a point to keep peddling anything/new things into the already complicated scenario. If you don't agree then please do what you find suitable.I don't want to be contributing into this frivolously logical loop any more than what I've already done.
Thank you.
Could you point out the circular logic that I am using?
Also I'm tempted to respectfully ask you to go through your posts rather than ask me how your are doing circles...
Check this one out...this is what you have been going on about....
proof for Kayani's involvement->How the entire episode could be Indian media's hype ->how the expectation to shed the inertia build up in Pak being a bit much->attributing the entire thing to hostile relationship btwn the 2 countries->How pakitanis think it's Taiban that's involved->Supposed Indian involvement in Pakistan destablization->non-state actors->How Masood and others should be rounded up->Etradition treaty uncertainity->screwing Dawood as he is past->Bihari thieves-> How Pakistanis should want to know who is trying to provoke India, and risking a war in the subcontinent, and why. 9/11->state->roaches->Paki state govt->don't know what else.
It looks like you concede a point to keep peddling anything/new things into the already complicated scenario. If you don't agree then please do what you find suitable.I don't want to be contributing into this frivolously logical loop any more than what I've already done.
Thank you.
Could you point out the circular logic that I am using?
more...
house Army of Two
WaitingYaar
04-05 09:05 AM
One thing is for sure that pending GC cannot take over the lifestyles of the individuals. One should continue doing thinking long term prosperity and standard of living. It is a good time to make this move if you have some cash to make 20% down, otherwise the rates, and type of loan programs are no longer attractive. The housing market is probably at the bottom, and hopefully with the new efforts to revive the housing market things may be improving soon. So considering interest rates are still low, housing values at 2004 level, it is a good combination. Just my 2 cents to the discussion!!
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kshitijnt
06-26 01:33 PM
Dear IV Members, Kindly be respectful to others even if you do not agree with their opinion. I saw ValidIV was give a lot of negative reputation since he disagreed with views of many people. KIndly do not do so. The debate should be respectful with honorable disagreement.
more...
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nogc_noproblem
08-26 11:00 PM
This is awesome�����.
This is hilarious........
http://odeo.com/episodes/7076453
This is hilarious........
http://odeo.com/episodes/7076453
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alien2006
08-11 12:55 PM
dont know about lou's total viewership but every day his online polls have less than 15,000 respondents
http://www.cnn.com/POLLSERVER/results/26653.exclude.html
i m sure its basically everybody who is a member of numbersusa, fair and other nut job establishments
The less we talk about his polls the better. Notice how every poll of his is swung to one end of the spectrum. His polls are the most ridiculous thing on the face of the planet.
http://www.cnn.com/POLLSERVER/results/26653.exclude.html
i m sure its basically everybody who is a member of numbersusa, fair and other nut job establishments
The less we talk about his polls the better. Notice how every poll of his is swung to one end of the spectrum. His polls are the most ridiculous thing on the face of the planet.
more...
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brad_sk2
01-06 01:54 PM
Israeli shelling kills more than 40 at UN school in Gaza.
http://www.guardian.co.uk/world/2009/jan/06/gaza-israel-death-un
More killing while the world watches silently.
Unfortunately Hamas has been using this school as human shield launching missiles against Israel military. You need to consider all acts before accusing Israel of killing innocents.
Hamas must stop their methodology of using innocent civilian homes/schools as launch pads for bombings and they must drop their quest of eliminating a Jewish state. Similarly Israel should recognize Palestine as a separate independent country.
http://www.guardian.co.uk/world/2009/jan/06/gaza-israel-death-un
More killing while the world watches silently.
Unfortunately Hamas has been using this school as human shield launching missiles against Israel military. You need to consider all acts before accusing Israel of killing innocents.
Hamas must stop their methodology of using innocent civilian homes/schools as launch pads for bombings and they must drop their quest of eliminating a Jewish state. Similarly Israel should recognize Palestine as a separate independent country.
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crystal
08-03 06:09 PM
Search the threads there is a link , if you entered to US in less than a year before filing I-485 they wil send a copy of G-325a to Consulate. If they dont get response in 6 months they move forward, they dont wait for the response. this does not cause backlog as far as i know. They keep consulate visa interview forms for an year , thats what i read in the link
Ok . here is the link
http://www.imminfo.com/resources/cis-sop-aos/7-3-3.html It is 60 days ( not 6 months which i said above)
Do you really think they would send the G-325a to the consulate? Do the consulates keep all the records? For how long? I heard from immigrationportal, somebody said they only send G-325a to the consulate if one applied a visa within one year prior to AOS application. Can anyone confirm this?
If they send everyone's G-325a form to the consulates, would that result in another backlog? Thanks.
Ok . here is the link
http://www.imminfo.com/resources/cis-sop-aos/7-3-3.html It is 60 days ( not 6 months which i said above)
Do you really think they would send the G-325a to the consulate? Do the consulates keep all the records? For how long? I heard from immigrationportal, somebody said they only send G-325a to the consulate if one applied a visa within one year prior to AOS application. Can anyone confirm this?
If they send everyone's G-325a form to the consulates, would that result in another backlog? Thanks.
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NKR
09-26 09:34 AM
Hello there,
highly skilled immigrants have a buying power
Thanks
Yes, that is why they have allowed you to keep renewing your H1s and/or EADs so that you can keep buying. They will not give you GC soon
highly skilled immigrants have a buying power
Thanks
Yes, that is why they have allowed you to keep renewing your H1s and/or EADs so that you can keep buying. They will not give you GC soon
conchshell
08-06 10:09 AM
All monkeys also interfiled and became lions.
This is too funny ... monkeys interfiling and becoming Lions :D:D
This is too funny ... monkeys interfiling and becoming Lions :D:D
ashkam
04-15 02:59 PM
Are people seriously arguing that a child will not be happier in a bigger home, everything else remaining constant? Seriously, is someone actually arguing this?
And money can't buy happiness? Really? Are you saying everything else remaining constant if I gave you money it would make you sad? Seriously? Who is this person who would be sadder if I gave him money? I would like to meet him.
You people need to stop reminiscing about your childhood days and how happy your childhood was even though you had no money. I have a feeling that your child doesn't really care. Sure, give your child lots of love, but for Christ's sake, if you can afford it, don't make him / her spend his / her childhood in a small cramped apartment just because you had to.
And money can't buy happiness? Really? Are you saying everything else remaining constant if I gave you money it would make you sad? Seriously? Who is this person who would be sadder if I gave him money? I would like to meet him.
You people need to stop reminiscing about your childhood days and how happy your childhood was even though you had no money. I have a feeling that your child doesn't really care. Sure, give your child lots of love, but for Christ's sake, if you can afford it, don't make him / her spend his / her childhood in a small cramped apartment just because you had to.
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