BHU Kulgeet

मधुर मनोहर अतीव सुन्दर, यह सर्वविद्या की राजधानी ।
यह तीन लोकों से न्यारी काशी ।
सुज्ञान धर्म और सत्यराशी ।।
बसी है गंगा के रम्य तट पर, यह सर्वविद्या की राजधानी ।
मधुर मनोहर अतीव सुन्दर, यह सर्वविद्या की राजधानी ।।
नये नहीं हैं यह ईंट पत्थर ।
है विश्वकर्मा का कार्य सुन्दर ।।
रचे हैं विद्या के भव्य मन्दिर, यह सर्वस्रष्टि की राजधानी ।
मधुर मनोहर अतीव सुन्दर, यह सर्वविद्या की राजधानी ।।
यहाँ की है यह पवित्र शिक्षा ।
कि सत्य पहले फिर आत्मरक्षा ।।
बिके हरिश्चन्द्र थे यहीं पर, यह सत्यशिक्षा की राजधानी ।
मधुर मनोहर अतीव सुन्दर, यह सर्वविद्या की राजधानी ।।
यह वेद ईश्वर की सत्यवानी ।
बने जिन्हें पढ के ब्रह्यज्ञानी ।।
थे व्यास जी ने रचे यहीं पर, यह ब्रह्यविद्या की राजधानी ।
मधुर मनोहर अतीव सुन्दर, यह सर्वविद्या की राजधानी ।।
यह मुक्तिपद को दिलाने वाले ।
सुधर्म पथ पर चलाने वाले ।।
यहीं फले फूले बुद्ध शंकर, यह राजॠषियों की राजधानी ।
मधुर मनोहर अतीव सुन्दर, यह सर्वविद्या की राजधानी ।।
सुरम्य धारायें वरुणा अस्सी ।
नहायें जिनमें कबीर तुलसी ।।
भला हो कविता का क्यों न आकर, यह वाक्विद्या की राजधानी ।
मधुर मनोहर अतीव सुन्दर, यह सर्वविद्या की राजधानी ।।
विविध कला अर्थशास्त्र गायन ।
गणित खनिज औषधि रसायन ।।
प्रतीचि-प्राची का मेल सुन्दर, यह विश्वविद्या की राजधानी ।
मधुर मनोहर अतीव सुन्दर, यह सर्वविद्या की राजधानी ।।
यह मालवीय जी की देशभक्ति ।
यह उनका साहस यह उनकी शक्ति ।।
प्रकट हुई है नवीन होकर, यह कर्मवीरों की राजधानी ।
मधुर मनोहर अतीव सुन्दर, यह सर्वविद्या की राजधानी ।।

---By Dr S.S.Bhatnagar
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To read the interpretation of this kulgeet, click on Kulgeet (English).
To listen to this kulgeet, click on BHU Kulgeet. (This broken link has been recently fixed)
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Literal meanings:
विश्वकर्मा - Lord of architecture
सर्वस्रष्टि - All creation of nature
बिके हरिश्चन्द्र थे यहीं पर - Once King Harishchandra even sold himself to keep up the truth of his words, providing a glorious example of his morals on this land of Kashi. Read full story of him by clicking here.
थे व्यास जी ने रचे यहीं पर - Maharishi Ved Vyas ji wrote sacred books, including Mahabharat, in Kashi.
मुक्तिपद - Steps of freedom
यहीं फले फूले बुद्ध शंकर - Kashi is the place of first sermon Lord Buddha (in Sarnath) and land of Lord Shankar (Kashi Vishwanath Bhagwan)
वरुणा, अस्सी - The two tributaries of River Ganga; Varanasi name comes from Varuna + Assi.
नहायें जिनमें कबीर तुलसी - Kabirdas was born in Kashi and Tulsidas ji was born on the ganga shore
वाक्विद्या - Study of voice (Speech and Poetry)
प्रतीचि-प्राची का मेल सुन्दर - Beautiful mix of east (prachi) and west (pratichi)
विविध कला अर्थशास्त्र गायन गणित खनिज औषधि रसायन - Multiple Arts, Economics, Music, Mathematics, Mining, Medicine and Chemical Science
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Thanks to Puneet Pandey for the post.

Ten Common Errors When Building a New World-Class University

ITBHU has always owe much of their success to the exceptional leadership qualities of the founder Madan Mohan Malviya: who inspired, mobilized and showed the way to the establishment of BHU with a vision. Over the long run, however, this element of strength has devolved into a limiting factor. Our institution had not make provisions for orderly transition procedures with changing times and funding of grants. hence have been pushed back by new colleges.

Achieving the ambitious result of launching a high quality is easier said than done. Conversion of IT BHU to IIT will surely give college huge fund. Almost all the structure is established one and need only few bureaucratic changes in administration. So if the entire working culture is same, then what is the difference in new IIT -BHU and old ITBHU ? Jamil Salmi's paper on Ten Common Errors When Building a New World-Class University is presented as blog post here as it is the urgent need of time to rebuild the mission and structure of  the ITBHU at par with the best institutes of the world.

1. Build a magnificent campus; expect magic to happen. The physical infrastructure is obviously the most visible part of a new university. A lot of care is usually given to the design and construction of impressive, state-of-the-art facilities, and rightly so. Good academic infrastructure is certainly an important part of the education experience of students, and researchers need adequate laboratories to carry out leading-edge scientific inquiries. But, without an appropriate governance set-up, a strong leadership team, a well-thought curriculum, and highly qualified academics, the beautiful campus will remain little more than an empty shell that embodies a waste of valuable resources. Remember the Tower of Babel!

2. Design the curriculum after constructing the facilities. It is often assumed that teaching and learning can easily adapt to the physical environment of the institution. This may be true for traditional lecture-based teaching, but innovative pedagogical practices often require equally innovative facilities.For example, interactive approaches, problem-based learning or pedagogical methods relying heavily on teamwork and peer learning are constrained by the physical limitations of conventional lecture halls or even classrooms.

Libraries and laboratories have evolved dramatically in recent years due to changes in technology. The promoters of a new university should refrain from launching into the architectural design stage of their institution until they have established not only a clear definition of the vision and mission of the new institution but have also determined some of the specific content of teaching and research. It is particularly essential (and most prudent) to prepare the academic plan of the new institution ahead of the construction of the physical infrastructure and to tailor the latter to the requirements of the former rather than the other way around. At the very least, the academic staff should be given the opportunity to influence the design of the pedagogical and research spaces of the new institution.

3. Import content from somewhere else. Why reinvent the wheel? The teams in charge of establishing new universities tend to look almost exclusively at the top-ranked institutions in industrial countries to buy or copy elements of their curriculum instead of going through the more labor-intensive process of custom designing their own programs. While this may seem expedient and practical, it is not the most effective way of building the academic culture of a new university that aims to reach high standards. The Harvards and Oxfords of this world are unique institutions that have evolved over centuries, and it is unrealistic to think that reproducing their distinctive academic model is possible or even desirable. And it is impractical to envision shopping around and bringing curricular fragments from a variety of top notch institutions across different countries / cultures, assuming that everything could easily gel together and fall in place to create an authentic learning and research culture in the new university. Curriculum development is demanding work, but it is the main mechanism that can allow a unique and innovative organizational culture to emerge.

4. Design with an OECD ecosystem in mind, implement elsewhere. Replicating the three key features that make flagship universities in industrial countries successful—concentration of talent, abundant resources and favorable governance—is a fundamental requirement, but it does not encompass the full complement of operational conditions that underpin the authorizing environment of a successful world-class institution. It is difficult if not impossible to create and maintain thriving universities when the tertiary education ecosystem within which they operate is not fully supportive. Some potentially important dimensions of a favorable ecosystem include leadership at the national level (existence of a vision about the future of tertiary education, capacity to implement reforms), the regulatory framework (legal provisions, governance structure and management processes at the national and institutional levels), the quality assurance framework, the mechanisms and pathways integrating the various types of tertiary education institutions, the financial resources and incentives, along with the digital and telecommunications infrastructure. To operate adequately, all of these require an overarching set of conditions which have to do with political and economic stability, the rule of law, the existence of basic freedoms, and a favorable location from the viewpoint of the spatial environment in which the new tertiary education institution is meant to operate (local economic, social and cultural life). The absence of even only one of these elements or the lack of alignment among these various dimensions is likely to compromise the ability of new universities to progress and endure.

Among other things, these errors point to the importance of developing an original academic and institutional culture that fits well into the local environment.

5. Delay putting in place the board and appointing the leadership team. The resolution to establish a new university is often a political decision reflecting a visionary ambition at the highest levels that a ministry or a technical project team is then charged with putting into action. This typically leads to a centrally managed design and implementation process.

Given that the establishment of a new university requires passion and drive to create a new organizational culture, it cannot be built by a disinterested committee. A project of such magnitude must be fully owned and carried out by a dynamic leadership team, working under the authority of an independent board with the capacity to offer guidance and empowerment. The first order of business of the new board has to be the identification, selection and installation of institutional leadership. Putting in place an appropriate governance framework from the outset is a key factor of success.

6. Stack the board with political appointees. Founders need to choose a governing board that brings together a range of essential expertise that can evolve over time. The governing board should start out small and grow very gradually to accommodate more expertise as needed. The common oversight is that people are appointed to boards on the assumption that they "represent" their institution or represent a constituency, when really they should represent an area of expertise needed in the management of the new and growing institution (legal expert, financial expert, infrastructure expert, academic experts, retired institutional leaders, etc.). Another, related misstep is to appoint governing board members who have too little time. It is better to have the board skewed toward recently retired university presidents or experts than to have too many members with too little time and dedication to the endeavor.

7. Plan for up-front capital costs, but pay little attention to long-term financial sustainability. The promoters of a new university usually announce with enthusiasm the huge endowment dedicated to the establishment of the new institution, but the initial capital investment is only one part of the total project. It is essential to provide adequately for the first few years of operation and to establish a thoughtful business model that allows the new institution to grow and endure in a financially sustainable manner.

The common errors presented today highlight the importance leadership along with proper sequencing in designing and implementing a new tertiary education institution.

8. Be too ambitious in enrollment targets. The leaders of new institutions sometimes think that they can rapidly enroll large numbers of students, often in the tens of thousands. This is rarely achieved without sacrificing quality. In the 1970s, E.F. Schumacher wrote in his famous book “Small is Beautiful” that successful development projects were preferably of a small size.

Small is still beautiful today, especially when it applies to setting up a new college or university. It is usually a better idea to begin with a small number of programs and student body if quality is a priority. It allows the new institution to deploy resources more prudently, to take time to develop its new academic culture, and to give precedence to quality factors over everything else. Once a strong academic culture is in place, it is easier to scale up from there.

9. Think that everything can be accomplished in eighteen months. A variant of over-ambitious planning is assuming that a new institution can be launched in a matter of months and that high quality teaching and research can be accomplished within a few years of establishing a new university. In reality, rushing through the initial phase of design and implementation can often only lead to hasty decisions that can have an adverse effect on the quality and cost of the project. Furthermore, institution-building is a long-term process that requires stable leadership, continuous improvement, and patience. This is especially true when it comes to developing the robust scientific traditions needed to produce leading edge research and technological applications.

10. Rely exclusively on foreign academics without building up local capacity. Hiring foreign academics is common practice to accelerate the launch of a new university in a country with limited capacity. Indeed, it makes good sense to bring experienced instructors and researchers to help put new programs in place; it can also be a very effective capacity-building strategy when an important part of the mission of the foreign academics is to train younger, less experienced academics from the host country. On the other hand, it can be a risky and counter-productive approach in the absence of systematic efforts to attract and retain qualified national academics. As with most plans that include reliance on outside actors and forces, the strategy of bringing on foreign academic staff should be one that complements the more fundamental aim of local capacity building.

Sine die at BHU

How many of you have heard this Latin word sine die (which means without a day or postponement for an indefinite time)? Well, it was a buzzword around BHU three decades ago during our time. Between 1967 and 1975, there was a period of violent demonstrations, resulting in closure of entire university for about 2-3 weeks every year. Till 1967, our university was known as internationally reputed central university. Students flocked to the university from all over India as well as from abroad. The political trouble started when Vice Chancellors were political appointees by ruling (Congress) party. To challenge the government,opposition Bharatiya Jan Sangh/RSS) party started violent demonstration.

A typical sine die ran like this: Just after Diwali vacation was over, there was daily political speech given by a local street leader. Sponsored by the opposition, he stood just outside university’s main gate and delivered profane against, govt., VC and university administration. A small passerby crowd collected at the scene, while others sensed the upcoming sine die in the air. After few weeks, sensing trouble, the administration called in Provincial Armed Constabulary to patrol the campus area. This was enough to provoke the militant students, who were usually from other (arts, science and agricultural) faculties. Although small in number, they had strong backing from local opposition leaders. Soon there was heavy brickbating between police and students around arts and science faculties. The part of the campus was littered with bricks & small bush fires. No one could venture out of his hostel, and everyone listened to news mixed with rumours. Sometimes police chased miscreants to their hostel rooms and beat them up. Fearing loss of student life, proctor decided to declare sine die, or indefinite closure of the university till further notice. Everyone glued to radio and waited for news.

In the early morning, BBC broke the news that authorities have declared sine die and all students are asked to leave the campus immediately. Students packed their luggage and boarded buses to railway station for onward journey. Families and neighbours were surprised to see us again immediately after Diwali vacation. National newspapers came out with screaming headlines such as “sine die declared at BHU; violence mars BHU campus”, etc. After about 2 to 3 weeks, we got letter from university that now the sine die is over and it is safe to return to campus for study. The classes started normally as if nothing had happened.

In 1974, we witnessed one of the most shocking and gruesome incidents outside Morvi hostel. As the violence continued between students and police in other parts of the campus, we saw two unarmed policemen traveling in a rickshaw in front of our hostel. Some of the troublemakers had blocked the road with cement pipes. Others lay hiding with bricks in hand. As the rickshaw stopped near the roadblock, miscreants came out and hit the policemen on their heads with bricks. Needless to say, they died on the spot and attackers ran away. Within minutes, a PAC truck arrived and they cordoned off our hostel. Using presence of mind, the hostel warden closed all the gates and denied entry to policemen.

Another reason for yearly violence by students was to cancel exams and receive mass promotions in arts and other faculties. Although IT was not involved in any way, its image suffered due to constant negative publicity. The degrading quality of students prompted IT director Dr. S.S. Saluja to take students from JEE pool from 1972. The sine die occurrence stopped in 1975, when ruling government cracked down on mischiefmakers during emergency rule. It is a great relief that the dark age of sine die is behind us.

---Yogesh Upadhyaya
Chemical Engineering 1977
First Published in Annual Issue 2004 – 2005 of REVERBERATIONS: The IT-BHU Magazine.

Thanks to Shashank Jain (Mech 08) for mailing this issue to our mech08 group.

Caste and Education

Caste is so complex matter that it is constantly changing and adjusting to new circumstances. This poses a great challenge for all of us because it is deeply embedded in the mind of India and caste attitudes are not fading away even after so much education. Today, Indian society still retains part of the age old caste system and that Dalits still face social stigma even in urban circles. The manners and food habits of those from the lower section of the social ladder are still laughed at by the so-called upper class who are unwilling to let them enter their world unless it is for their benefit.

1- 26th January is approaching near, still a question arises in my mind. Why eminent persons like Dr. Ambedkar, Sardar Patel and Ram Manohar Lohia are reduced and viewed as caste representative leaders in political circles ? 'Blowin' in the Hind' is an article exploring about Dr. Ambedkar on the eve of the Great Indian Republic day.

2- A special report from the 2nd day of Jaipur Literature Festival :

The session on Dalit literature, titled, Outcaste: The Search for Public Conscience was the most provocative of the festival so far, with the panel of Dalit writers, Kancha Illaiah, OP Valmiki and P Sivakami making a passionate case for why the caste system will not go unless Hinduism goes.

“The reason most Hindus don't get worked up enough about atrocities against Dalits is that their conscience is not a public conscience but a caste conscience, imbued with values derived from caste,” said P Sivakami, the Tamil novelist.

Kancha Illaiah, author of Why I am Not A Hindu, turned up the heat further, by stating, “Hinduism is spiritual fascism.”

3- I love my Alma mater very much. But, often it comes in negative light unconsciously.
Now , Banaras Hindu University has picked K.P. Singh as director of its engineering wing. He is accused by the Uttar Pradesh government in a 2007 state medical examination scam , which is set to become India’s newest IIT. As this archival news item show:

Bahujan Samaj Party Government on Thursday recommended the dismissal of the Vice Chancellor of Vir Bahadur Singh Poorvanchal University, Jaunpur, K.P. Singh. The examinations were conducted by Poorvanchal University and Prof. Singh was the Chairman of UPCPMT, 2007.

The Government’s decision to sack Prof. Singh was based on the findings of the nine-member high-power committee. The panel was constituted by the Uttar Pradesh Chief Minister, Mayawati, on June 15 following large-scale violence by students in the aftermath of the results announced on June 14.

Few days ago, The Telegraph breaks out the news that caste is given priority over merit in the picking of the director of IT-BHU.

BHU vice-chancellor D.P. Singh insisted that all norms had been followed in the selection. He told The Telegraph: “The executive council has picked K.P. Singh on my recommendation because he presents us with the best balance between seniority and time left before retirement. I don’t pick people on the basis of their caste.”

Traditionally, BHU picks the senior-most available faculty member to head its institutes. Critics of K.P. Singh’s selection say civil engineer and dean Virendra Singh, senior-most after outgoing IT-BHU director Upadhyay, was ignored.

K.P. Singh and D.P. Singh are both Thakurs, as are six of the 10 BHU executive council members, the critics said. Upadhyay, who has a year before retirement, is a Brahmin.

Still, I have doubt on Mayawati's honest stance of sacking K. P. Singh in 2007 due to her sheer corruption prone nature and dictator style governance. Charu Sudan Kasturi has covered this story in an honest way. But, we are at the peak moment of conversion of ITBHU to IIT. I don't know the truth but caste, corruption and education are intermingled with each other to deepest fathom in our Indian society.

Footnotes: Subhas Chandra Bose, only leader hailed as 'Netaji' (no other leader was called with respect by this title in our Indian history) born today on 23rd Jan; was a leader in the Indian independence movement. Its sad but ours has great history of forgotten heroes...

My Graduation Years -2

You can get me out of ITBHU but not ITBHU out of me. (asliyat mein bahut muskil se pass hua hoon). Hence, few days of rehabilitation programme end today with this article.

Graduation Years:
Again, a look on events in near history. Probably history was after all, meant to be a study of human consciousness in guilt. Of course, there is always a need to realize something valuable out of the past, that a study about the past is after all a human being’s reverse-troubleshooting guide. Hence, I retrospect about my graduation days again and again. I may be cutting the branch which has helped me to reach this height. Still a flaw in the system can't be supported in the name of promoting few incompetent like me. When I was passing time casually in graduation years, rest of the world was moving with fast pace. I was provided with good teachers, infrastructure, 24 hours uninterrupted supply of Internet, water and electricity in college to support my study. I had misused them un-proportionally in playing LAN games and watching movies. I have taken cinema as a medium of study and academics as a funny event quite neglected one. It was not a mistake but college life doesn't ask for seriousness, it just asks for your little sincerity a week before exam.

There was a great movement of locals in Mehendigunj near Varanasi by people against Coca-Cola. I was not even aware of it at that point of time. There was life out there in university with people coming to study different subjects from all class. I was happy with my limited ecosystem of ITBHU. I had also missed many guest lectures of eminent speakers [ even like Professor Kevin Warwick ] due to lethargy, not mentioning here academic lectures. And I was even worst in academics. My only concern was why my college has not got deserved IIT tag. So, my world was revolving around me only. I was a product of environment or a selfish elite unaware of his responsibilities. I was having cocoon type of life style. I was eyeing on secured IT job depending blindly on the placement records of IT-BHU. If the recession has come 2 years back, I would be literally passing out without any job in hand. Such was my state of affairs. Few positives were there inside me but that are in traces in everyone. Today, I learnt a bitter lesson that immaturity and short sightedness is not dishonesty but not performing to your potential due to laziness is wrong act. In short, a worthless life on priceless freedom.

General Life at ITBHU:
The quality of a university is measured more by the kind of student it turns out than the kind it takes in. An average ITian becomes too casual and consider ITBHU as break of his life. There is lack of seriousness in the atmosphere. Lots of us would have better careers than what we are left standing with today. I think this under utilization of the potential within and resources given is felt somewhere by each of us.

How ITBHU Administration works? :
Our administrative work in IT-BHU or any government college is mostly run by the bureaucratic way, hence its tough to have progress in them. Decisions are taken from the top and imposed on the students. Their is no official platform to raise voice of students except itbhuglobal.org for big issues. Also, dissent is neglected and often taken as indiscipline and disloyalty. Bureaucracy liked things to be frozen. That can show their power & pomp, that can show their status quo. Best example to support this is of Ambassador car. Indians inherited the Ambassador model, decided not to change an iota of the design. Till late 80's, Ambassador was the least innovative company and was much prized possession used by our government.

Hence, you will find government offices to be always either ruled by the books or moulded in favour of corrupt and powerful. The fact is government institutions work on directives from the top. It does not matter, whether they like your idea or not, see merit or not. There is no incentive for them to take risks and improve efficiency. The trick is to lobby at the highest level for reforms. Because if one person at the very top accepts your suggestions it will be accepted and implemented at the way down. No doubt this requires a lot of patience and persuasion, but the effort is well worth it.

Academics:
We have a typical system of studying the subjects which are given by the university and not selected by the students which they like. For an instance the recent Nobel Price winner De. Venkat is a PhD in Physics and got Nobel in Chemistry, can it be possible with our education system in engineering college. The course structure is killing human potential to learn something new and of their choice. IT-BHU has very rigid academic course structure. It needs to rearrange something like IITD undergraduate mechanical engineering programme. Check the number of compulsory core and elective subjects for learning. And now look at academic course structure of ITBHU undergraduate mechanical engineering programme.

We still follow the traditional methodology of teaching. Very few in India have implemented the Case Study, Role Play, Skits, Management games way of teaching. We are here running fully on [lecture] model, not on as proposed [lecture+ tutorial] model. Atanu Dey's article on IIT shocked me and helped me to change my stance on IIT system of education. Our fancy education is funded by denying a very large number of the really poor the opportunity to even get a basic education. Our fees have been a small fraction of the true cost of education. This self-absorbed and delusional state is harmful for the us and the country.

Blast from Past:
On higher education, Banaras Hindu University enquiry committee report 1957 ; Page 325- 348
Committees and commissions in India 1947-1973, Volume II , 1955-1957 By Virendra Kumar.

Playing Devil's advocate for Banaras Hindu University

Banaras Hindu University is an internationally reputed temple of learning, situated in the holy city of Varanasi. This Creative and innovative university was founded by the great nationalist leader, Pandit Madan Mohan Malviya, in 1916 with cooperation of great personalities like Dr Annie Besant, who viewed it as the University of India.

Recently, The South Campus of the Banaras Hindu University is attempting to become the first carbon neutral (rate of emission and absorption of carbon being equal) university campus in the country, with a massive plantation drive of 1.76 lakh saplings on 400 acres of land under National Rural Employment Guarantee Act (NREGA) Scheme in the region. Already BHU has placed a ban on Coke and Pepsi on campus. They are the positive aspects of the development and more can be found out here.

These are good news but now I will embark our journey to some 'negative items' unknown in mainstream media. I often quote the Spanish born American philosopher, George Santayana, ''Those who do not remember their past, will be condemned to repeat it.” Hence remembering some forgotten chapters is indeed needed.

There is always a feeling that BHU is doing the country a great favor by its existence in the profit making education system. Nice trees & old buildings with great names attached to them is the first thing you notice when you come to BHU, Varanasi. It is an oasis of greenery in a desert of narrow, crowded and ill equipped infrastructure of Varanasi. Another thing one notices is the number of people from U.P. & Bihar here, which is close to despairingly high in student's population. Special section of North east, Nepal and foreign students are there, still an environment of national university is missing.

1- Once upon a time, BHU also had stand for “Banaras Hooligan's University" for its university election politics. Sandeep Pandey, Ramon Magsaysay award winner and alumnus of the Institute of Technology at the Banaras Hindu University (IT-BHU), says: "As a Banaras Hindu University student with a rosy picture of politics as an instrument of social change, I had run for the post of representative of the university’s Institute of Technology in 1985. It was a shocking experience: the candidates for the posts of president, vice-president and general-secretary asked me to align with them on the basis of a common caste, and they offered me access to any movie in town — and also liquor, if needed, for students who could pledge their votes. Having won the election, I attended the first few meetings of the union. They left me disillusioned for life about Indian electoral politics."

For full report, read in detail.

2- Oct 06 , 2007 News Item, Cast Color to Varsity Blues: " Rajesh Kumar Mishra, Congress MP from Varanasi, is leading a campaign against casteism at his alma mater Banaras Hindu University (BHU), alleging that its Vice-Chancellor Dr Panjab Singh has appointed Rajputs to all important posts and new recruitment. The “Thakurvaad” in BHU has Varanasi’s Brahmin academics up in arms, the Prime Minister’s Office has been requested to order an inquiry and fingers have been pointed at Human Resource Development Minister Arjun Singh, himself a Thakur from Madhya Pradesh.?"

The report seemed sour grapes for brahmins then. Anonymous (can be uncredible) that Brahmin forget the brahminvaad prevailing during Vice-Chancellor D.N. Mishra. who was better know as Do Nothing Mishra in student community. Little information about chronological list of VC of BHU. I don't know the follow up but pretty sure, Can there be Smoke without Fire ?

3- BHU Funds Scam(1956) : In one of the first instances of corruption in educational institutions, Benaras Hindu University officials were accused of misappropriation of funds worth Rs 50 lakh.

Great People in the respectable positions has taken corrupt route but I can't just digest the amount of money involved in the corruption in 1950's.

4- "Micro-inequities are ways in which people are ignored, disrespected, undermined, or somehow treated in a different (negative) way because of their gender or race (or some other intrinsic characteristic). A micro-inequity can be very micro. It can involve an action or words or even a tone of voice or a gesture. The inequity can be a deliberate attempt to harm someone or it can be unintentional, rooted in a person's perceptions about others. Whatever the source and however minor each separate event, over the years the cumulative effect of these little incidents, words, and gestures on an individual and on various segments of society (academia, business, even within families) is not so micro." [Source]

These micro- inequalities exist in BHU, Varanasi like any other university or working place due to patriarchal society structure. Personally, I felt there exist gender segregation attitude in BHU administration. More light about this issue can be shed by the readers of this post only. I hope that my analysis was wrong...

Pankaj Mishra has written at length about foreign women in Benares who face frequent verbal and physical harassment. e.g., Chapter 14 of his book, `Butter Chicken in Ludhiana: Travels in small town India' (1995, Penguin India). He describes the harassment experienced by several foreign women students in Benares, whom he had interviewed. Indian women too suffer harassment, but the frequency and severity seem to be much worse for foreigners. Most of the women Mishra spoke to felt that the Benares Hindu University (BHU) was the most difficult place for them. One of the reasons conjectured for the situation is the emergence of a new class of people in BHU and in the city, who came there from the extremely feudal areas around Benares, combining the feudalism of their upbringing with the mindless consumerism of a growing city.

5- Babu Jagjivan Ram & Madhav Sadashiv Golwalkar are alumnus of this university only. Caste discrimination faced by Jagjivan Ram isn't discussed openly (take few exceptions of seminars) due to higher caste dominated university administration. And about Guruji, how pseudo secular people can call him as notable alumnus ? There are bad people in BHU, there are good people. Just like anywhere, really. This is not the attempt to defame BHU but to unearth some deeply hidden facts or mere fictions. Your views will be regarded in high respect for the sake of truth.

*In common parlance, a devil's advocate is someone who takes a position he or she does not necessarily agree with for the sake of Logical argument. This process can be used to test the quality of the original argument and identify weaknesses in its structure.

Vichaar Shoonya-1

1. To start a culture change all we need to do is two simple things:

- Do dramatic story-worthy things that represent the culture we want to create. Then let other people tell stories about it.
- other people who do story-worthy things that represent the culture we want to create. Then tell stories about them.

Example: A story of sheer passion by Santosh Ojha.--- Jo Chaho Ujiyaar.

2. Best Compliment ever received by Banaras Hindu University. Remark is given by Bhupen Hazarika.

"In Guwahati, I was an Assamese. In Kolkata, I became a Bengali but I became an Indian after coming to Uttar Pradesh, particularly BHU." [Source]

#For More BHU nostalgia, Download this ppt.

3. Matt Tabbi 's reveal us about some hidden facts and his hypothessi about Goldman Sachs:
The Great American Bubble Machine. [Quite Long Article]

Moral for us: "Organized greed always defeats disorganized democracy."

Thought of the day:
A man far greater than you, far greater than any we have known, once said, “To be in good moral condition requires at least as much training as to be in good physical condition.” This man was called Jawahar Lal Nehru.

Present of ITBHU-Infrastructre

I have already discussed or just dictated about mighty past of IT-BHU before.

We lack the facilities and infrastructure as compared to IITs and all of us agree on this fact. Just compare the budgets allotted by central government, they are ahead of us ten times. Lack of the advanced facilities in IT-BHU don't discourage students, but the most discouraging thing here is the work culture. People simply do not want to work. The Sarkare Babushai system has acquired a long roots here. Neither they interfere in your work nor they support genuine effort. You stand alone just on your knowledge and skills; Some helping seniors who had been facing same working environment from years are there for guidance. Few teachers are involved in upgrading the institute but most of them just don't have lively interaction with the students.

Flow of information about mischief and local politics spread like velocity of light but someones good work are not heard in campus news. Many people are not even able to digest the praise of others. Faculty crunch is one of the tough things faced by IT-BHU. We are realizing that there is decrease in certain professors of great ability on whose shoulders our institute stands. When you see the spitting of benarasi pan here and there by faculty members, you feel that wow ! This is the result of cracking JEE exams and then one great decision at counseling session.

I am not delivering here my point on negative aspect of infrastructure and faculty members. There are some people working really hard but they are not on the radars due to blockage of information. You will know which teacher is hard and strict, but never know reason of his/her behavior and what one expects from the student. The sense of pride or dignity with the attachment to institute is lacking in our working staff and faculty members. Even if they consider themselves as a part of this institute but they lack vision of quality standard required to make great from good, a modern technical institute.

Just check out the  IIT-B website. It shows why they are so ahead of us.

In addition to all of these curses, making your way through the red tape is worst that you will get from this university by default. Presence of corruption from top to bottom in a central university is a major hindrance in any achievement. Results are delayed and getting even the simplest of things done required lot of running around and signatures at different levels. The result of 1st semester is declared in mid February after completion of exams in mid December. It is not slow valuation of exam copies but a tedious process in preparing final result by our university.

The entire university behaves like arrogant, stagnant and orthodox old king without any knowledge of present. Do not expect any grand future vision. Barely anything is finished with professionalism and in time. Projects are delayed, result are delayed; Here everything runs in past. Counting of problems about infrastructure cannot be stopped here. Money is a little problem but will power to take risk has became major problem in each engineering department. People do not want to take initiative or decision on many matters. These delaying of the decisions has been harming our institute more than anything.

The main point to note is: University is much more stronger legally than us because of mammoth paper work. Only paper work is done on the name of work. In this respect, attachment of IT-BHU to university has done more harm than good. This is the line taken from another blog about IT-BHU only: "The true advantage of a real university lies in the tremendous scope for inter-disciplinary activities." That is not happening here.

First thing first, the decentralization of administration from the university is necessary for development of this institute. To regain the glory of IT-BHU, we are the only hopes...
Rest is on us. (बाक़ी तो हम पर है...)

INTRO

Our Institute of Technology, like all other Faculties and Departments of the Banaras Hindu University, also owes its existence to the far-sighted vision and relentless efforts of its founder Mahamana Pandit Madan Mohan Malviya. During the days of freedom struggle, three engineering and technological institutions were established by Malviyaji, viz. the Banaras Engineering College (BENCO) in 1919, the College of Mining and Metallurgy (MINMET) in 1923 and the College of Technology (TECHNO). After the establishment of the Indian Institutes of Technology, the three premier engineering institutions of our University viz., BENCO, MINMET and TECHNO were merged to form the Institute of Technology (IT-BHU) to provide a strong and integrated educational base. Thus our Institute came into fullfledged existence in 1971. To preserve its excellence and national character admission procedures through the Joint Entrance Examination ( IITJEE) for undergraduate courses and Graduate Aptitude Test in Engineering (GATE conducted by the IITs & IISc.) for the post-graduate courses are introduced

The Department of Mechanical Engineering came into existence in 1919 under the leadership of Professor Charles A. King, the first Head of the Department and Principal of the erstwhile Banaras Engineering College (BENCO). Over the last eighty years the Department has grown four folds to become the largest department in the Institute of Technology as well as in the Banaras Hindu University.