How to Write Dissertation Thesis

Here is an ancient post from my Academic Writing Archives...

HOW TO WRITE DISSERTATION THESIS
Tips
By
VIKRAM KARVE

Art of Dissertation – Part 1

THESIS STATEMENT

I wrote a dissertation to earn my Masters Degree in Technology (M.Tech.) from IIT Delhi in 1983 – and one more for my Post Graduation in Management in 1985. 

Of course – in my earlier days – I wrote a few seminar and project reports during my B. Tech. from 1972-1977 too.

Since then – I have supervised and guided dissertations – more than 45 – maybe 50 – chiefly for Masters Degrees in Engineering and Technology [ME / M. Tech.] – and also in Management Studies. 

Some students of mine thought it apt than I pen down a few tips on the art of dissertation – so here are I am – writing a few lines – on The Art of Dissertation.

In a nutshell – the Art of Dissertation comprises the following simple steps:

1. Select a dissertation topic in a subject that you are knowledgeable about.

2. Compose a thesis statement that only asks a single question.

3. Employ a research methodology process that is compatible with your dissertation study.

4. Present your data evaluation, analysis and interpretation in an accurate, succinct, logical, well-reasoned and lucid manner and write your dissertation report in a simple, coherent manner conforming to the prescribed style.

5. Conclude your dissertation by answering the thesis statement and, if pertinent, mention corollaries and consequences and possibilities and scope for future research work on the subject.

6. Impart the finishing touches to your dissertation report – definitions, references, bibliography, abstract, summary, acknowledgement, certificate, contents and title pages.



WHAT IS A DISSERTATION...?

A Thesis is a hypothesis or conjecture. 

The word "thesis" is coined from the Greek derivative of the word meaning "position", and refers to an intellectual proposition. 

A thesis may be an unproved statement, a hypothetical proposition, put forward as a premise.

A Dissertation is a lengthy, formal document that argues in defence of a particular Thesis.  

The term "Dissertation" is derived from the Latin word dissertātiō – meaning "discourse" – and is a document that presents the author's research and findings and, in most cases, is submitted in support of candidature for a degree or professional qualification. 

The research performed to support a thesis must be original and substantial. 

The dissertation must illustrate this aspect and highlight original contributions.

Your dissertation is your research which demonstrates your understanding of the subject in a clear manner. 

Therefore, it is imperative you find a topic that gives a clear picture of what you should write. 

Always ignore ambiguous and vague ideas. 

And, most importantly, choose an apt title – in fact, the title of your dissertation must fascinate you and entice your audience.



CHOOSE THE TYPE OF YOUR DISSERTATION

Dissertations are of two types – Empirical and Analytical.

Empirical Dissertations make propositions resulting from experiments, involving laboratory or field research.

Analytical Dissertations reflect propositions resulting from meticulous, pioneering and innovative analysis of previously published work.



WRITING YOUR DISSERTATION REPORT

A dissertation report may comprise the following main chapters:

1. Introduction- An overview of the problem; why it is important; a summary of extant work and, most important, the thesis statement.

2. Literature Review-the chapter that summarizes another work related to your topic.

3. Methodology-the part of the paper that introduces the procedures utilized for the research study and the conceptual model.

4. Data Presentation, Evaluation, Analysis and Interpretation -the chapter involves the presentation of computation values using statistical tools to support the claim.

5. Conclusion-the complete summary of the research findings.

Of course, you must include suitable pages for definitions, illustrations and graphs, footnotes and references, bibliography, abstract, summary, acknowledgement, certificates, contents and title pages.

Introduction

Dissertation writing chiefly involves the introduction, literature review, methodology and analysis chapters, and the others mentioned above. 

Having selected your dissertation topic, before you begin your dissertation you need to establish your thesis statement first. 


Thesis Statement

A thesis statement is simply a single sentence that provides the main intention of the research. 

The thesis statement will epitomize the scope of your study, give you an idea of what you want to prove and will pilot your research.

A good Thesis Statement must satisfy the following four criteria:

1. The thesis statement must state your position.

2. The thesis statement must be able to support a discussion.

3. The thesis statement must be specific about its position.

4. The thesis statement should only have one single idea of discussion.

You must ponder over the following points while writing the introduction to your dissertation:

Is there any need to this dissertation study...?

Why do it now...? 

Why do it here...? 

Why me...?

Is the dissertation topic in my “comfort zone” – and am I thirsty for knowledge and passionate about it...?

Is there a problem...? 

What is it...? 

Why does it need to be solved...? 

Should I approach it empirically or analytically...?

What is my hypothesis...? 

Is it original, novel, new, innovative...?

Who will benefit from my dissertation work...? 

In what sense will they benefit...?

How will my contribution add to “commons”...?

What is going to be my methodology...? 
[modalities of data collection, evaluation, analysis, interpretation]

Are there any constraints or limitations in conduct of my proposed dissertation studies and research...?



Art of Dissertation – Part 2

REFERENCE CITATIONS

Whenever you use any words, ideas or information from any source in your dissertation, you must cite and reference those sources to acknowledge the contributions of others in your dissertation work.



Citations

Reference Citations may be included in the following forms:

1. Footnote Referencing in the text at the foot or bottom of the page.
2. Endnote Referencing or Citation-Sequence System collated and listed chronologically at the end of the text.
3. Bibliography

Citations serve inter alia the following purposes:

Establish credibility of the research.

Enable assessment of the quality and timeliness of the research.

Acknowledge the contributions of others and sources of information in your dissertation work.

Provide identification of material used in your research or quoted in your dissertation report.

Facilitate inclusion of material of supplemental value.

Intellectual Honesty.



Referencing [Footnotes and Endnotes]

In your dissertation you can do referencing using either Footnotes or Endnotes.

A Footnote is a bottom-of-the-page citation – whereas Endnotes are collected at the either at the end of the dissertation or at the end of each chapter.

Footnotes and Endnotes serve the same purpose. 

However, they are two different systems, so be consistent and use one of the two methods throughout your dissertation.

The advantage of footnoting is that readers can simply cast their eyes down the page to discover the source of a reference which interests them – but now-a-days Endnotes [References] at the end of the dissertation seem to be preferred.

References are to be sequentially numbered throughout your dissertation starting with 1, indicating the relevant number [note identifier] at the end of the pertinent sentence in the text, superscripted, or in brackets, and amplified by the citation either at the bottom of the page [footnote] or at the end of the dissertation [endnote]. 

The citation should provide the following bibliographic information:

1. Author(s) surname(s), first name(s) or initials
2. Name of the article, book or journal
3. Editors (if applicable)
4. Publishers Name and Location
5. Volume and Issue Number or month of publication (in case of a journal)
6. Year published
7. ISBN (if applicable)
8. The exact page numbers if your reference is a direct quotation, a paraphrase, an idea, or is otherwise directly drawn from the source. [p – page, pp – pages]

Titles of publications should be italicised, article titles should be enclosed between single quotation marks, and commas must be used to separate each item of the citation and end with a full stop.

Examples:

Book

1. Wilson B, ‘Systems, Concepts, Methodologies and Applications’, John Wiley and Sons, USA, 1984, p 29

Journal [article]

2. Steiner CJ, ‘Educating for Innovation and Management’, IEEE Transactions on Education, Vol 41, No. 1, Feb 1998, pp 1-7

Conference Proceedings [paper]

3. Sriram S and Karve VW, ‘Systems Cybernetic Re-engineering for Empowering Human Performance: A Soft Systems Dynamics Approach’, Proceedings of the International Conference on Cognitive Systems, Dec 1998, pp 723 – 739.

Internet Citations must include:

1. Name(s) of Author (s) / Editor (s)
2. "Title of Article, Web page or site" in quotation marks.
3. Name of sponsor of site or Title of Journal
4. Date of article, of Web page or site creation and latest update.
5. Access date (the date you accessed the Web page or site).
6. Complete Uniform Resource Locator (URL) in angle brackets.

Example:

Karve VW, ‘Ethics, Values and Technology’, in Cognitive Systems Review, July 2008, viewed on 21 August 2008 < Academic and Creative Writing Journal Vikram Karve >

Some Abbreviations in Referencing

ibid is used in consecutive references that refer to the same work, whether to the same or different pages.

Example: [the digits 1,2,3 are the footnote or reference numbers]

1. Karve V, ‘Appetite For A Stroll’, Cinnamon Teal, India, 2008, ISBN 9788190690096, p 15.

2. ibid [Please note that this refers only to page 15 of the above book and not to any other page of that book]

3. ibid, pp 29-34. [This still refers to Karve, but to pages 29-34]

op. cit. is used with non-consecutive references that refer to the same work but to different pages.

loc. cit is used with non-consecutive references that refer to the same work and to the same page or pages of that work.

Examples of Referencing
(the digits 4, 5, 6, 7, 8, 9 are footnote or reference numbers)

4. Senge P, ‘The Fifth Discipline’, Currency Doubleday, USA, pp 75-76.

5. Twiss BC, ‘Managing Technological Innovation’, Longman, UK, 1974, p 33

6. Senge, op. cit., pp 101-110 [Note that the footnote reference numbers to Senge are not consecutive and that different pages in his work are being cited].

7. Karve V, op. cit., pp 117-120. [Different pages of Karve (reference at serial 1 above) are being cited]

8. ibid [This refers to Karve, pp 117-120]

9. Twiss, loc.cit. [The reference is to Twiss page 33. Citation of any other page or pages would have entailed the use of op. cit, followed by the page number(s)]

When references are made to two or more books or papers of the same author, the abbreviations op.cit. and loc. cit. are not used in subsequent citations, in order to obviate confusion.

In referring to material contained in other pages of your own dissertation you may use the following abbreviations followed by the appropriate page number:

cf (confer) – compare
cf,ante (confer ante) – compare above
cf, post (confer post) – compare below
supra (above) – cross-reference to preceding matter
infra (below) – cross-reference to succeeding matter
et passim (and here and there) – matter referred is scattered in the dissertation.



Bibliography

A bibliography should generally contain all the sources cited in the dissertation and any other important references [books, journals and internet websites] that you have consulted during your research or used in preparing your dissertation.

Systematically list the various sources of information consulted or used in your dissertation [books, journals, internet websites, previous research work / dissertations] separately in alphabetical order of authors’ surnames in the same style as references.

The distinction between references and bibliography is that whereas references [footnotes and endnotes] cite authority for specific statements, the bibliography gives descriptions of entire works.

If a reader wants to consult a work referred to in a footnote, he/she turns to the bibliography for a full description of that work.

To end this article on a lighter note – let us have a quote:


The average Ph.D. thesis is nothing but the transference of bones from one graveyard to another 
~ Frank J. Dobie

VIKRAM KARVE
Copyright © Vikram Karve 
1. If you share this post, please give due credit to the author Vikram Karve
2. Please DO NOT PLAGIARIZE. Please DO NOT Cut/Copy/Paste this post
© vikram karve., all rights reserved.

Disclaimer:
1. This is based on my personal experience. It may or may not work for you. So please do due diligence before trying out this technique.
2. All stories in this blog are a work of fiction. Events, Places, Settings and Incidents narrated in the stories are a figment of my imagination. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

Copyright Notice:
No part of this Blog may be reproduced or utilized in any form or by any means, electronic or mechanical including photocopying or by any information storage and retrieval system, without permission in writing from the Blog Author Vikram Karve who holds the copyright.
Copyright © Vikram Karve (All Rights Reserved)

© vikram karve., all rights reserved.

Updated, Abridged and Revised version of my article written more than 25 years ago in the early 1990s and Posted Online by me in my blogs a number of times including at urls: http://karvediat.blogspot.in/2009/03/dissertation-part-1-thesis-statement.html  and  http://karvediat.blogspot.in/2009/03/dissertation-part-2-reference-citations.html and http://karvediat.blogspot.in/2011/08/how-to-write-dissertation.html and http://karvediat.blogspot.in/2012/05/tips-on-writing-thesis-dissertation-and.html  and  https://www.quora.com/profile/Vikram-Karve/Writing-by-VIKRAM-KARVE/How-to-Write-Dissertation-Thesis-Project-Report-Research-Paper-etc etc

Power and Leadership Style

From my Management Lecture Archives:

More than 25 years ago, I wrote an article on POWER AND LEADERSHIP in a Management Journal and also used my article as a basis to deliver lectures on the subject. 

Later, after I started blogging, I posted this lecture on POWER in my various blogs (in this blog first in 2008 and updated and re-posted later a few times).

Dear Reader: This morning, I thought that I should post an updated and abridged version of the article for your perusal:

POWER and LEADERSHIP STYLE
An Essay

By

VIKRAM KARVE

The two essential entities that flow between the human elements of an organisation are information and power.

Information flow is a means of communication whereas Power is an instrument of control.

Viewed from a Systems perspective, information flow is the transformation process, which facilitates decision making, in contrast to the flow of power, which is a control process whose objective is to ensure optimal operational performance.

Organisations are arrangements of power among individuals. 

In fact, as per one definition, an organisation comprises two or more persons interacting within a recognised power relationship for some common purpose. 

The interplay of power enables the achievement of common purpose (organisational objectives) and determines organisational behaviour.

Before we study the effect of power on organisational behaviour, it may be apt to take a closer look at the phenomenon we call POWER, in particular INTERPERSONAL POWER.

Interpersonal Power is the kind of power that people have over one another in formal and informal situations.

TYPES OF POWER

The various forms of power may be categorised into one or more of the following 12 categories, some of which may be inter-dependent, or overlapping, and some even forming power equations:

1. POSITION POWER

2. EXPERT POWER

3. CHARISMATIC POWER

4. INFLUENTIAL POWER

5. IMPLIED COERCION

6. ACTUAL COERCION

7. POWER OF APPLIED PRESSURE

8. POWER OF RAW FORCE

9. ASSUMED POWER

10. USURPED POWER

11. ORGANIZATION POWER

12. ASCETIC POWER

In many situations, particularly in organisations, many of the above forms of power are inextricably intertwined and mutually interdependent.

In fact, that is the beauty of the dynamics of the interplay of power within an organisation, which is why we will discuss the effects of the above types of power on organisational behaviour.

Now let us explore how this fascinating phenomenon called power impacts and determines organisational behaviour and elaborate a bit on each of the various forms of Power listed above.

POSITION POWER

Position Power or legitimate power is the power that emanates from the rights of the holder of a position in the organisation owing to the deference of subordinates to that position. 

Position Power is vested in the leader by the organisation. 

This means that should a conflict arise between the leader and the follower, the leader will get his way. 

It is this type of power that is most open to abuse, misuse and distortion.

INFLUENTIAL POWER

According to Alvin Toffler, in his book Powershift, the three important sources of power are violence, wealth and knowledge. 

He also says that power is the reciprocal of desire, or needs. 

Anyone who can fulfil (or withhold) your needs or desires is a potential source of power. 

Thus, if you desire a promotion, your boss who can give (or deny) you the promotion has power over you. 

If you need money, the person who can give you money has influential power over you. 

The more your needs and desires, the more you are subject to influential power.

Influential Power or compensatory power is the power over rewards and resources.

For example, money or wealth is an instrument of influential power. 

Satisfaction of needs (Maslow’s Need Hierarchy) including higher order needs of safety, belongingness, recognition and self-esteem through actions like grant of wage hikes, bonuses, increments, incentives, awards, promotions, and simple intangibles like just “a pat on the back” are typical examples of influential power.

COERCIVE POWER

Coercive Power is an instrument of punishment. 

Denial of legitimate needs, dismissal, demotion, unwarranted “punishments” like vindictive transfers and other forms of harassment are some commonly observed examples of coercive power. 

If these “punishments” are actually implemented and imposed, then it is called Actual Coercion but even the mere threat and power to impose these coercive punishments is a potent form of power and is called Implied Coercion. 

There is saying that sometimes the threat of violence is sometimes more scary than actual violence, so implied coercion can sometimes be quite effective. 

The extreme cases of coercive power include the power of raw force (physical assault or harm to life and limb) and implied or threat of force (power of applied pressure).

In most cases, influential power and coercive power have linkages with and may emanate from position power and rely on sources of wealth and violence (the “carrot and stick” approach). 

COERCIVE POWER is also called CONDIGN POWER. 

Condign Power refers to brute force. 

This means the ability to inflict punishment on someone if he does not obey. 

Courts, Police and Military Forces are the principal instruments of condign power.

EXPERT POWER

Expert Power is probably the only power that a lower ranking employee in an organisation can exert over those above him in the hierarchy or higher than him in rank or position. 

The source of Expert Power is knowledge. 

It is the power devolved to a person who is regarded as possessing essential knowledge, skills, abilities, or expertise needed by the boss and the organisation. 

If we look around we will see lots of examples of expert power especially in the technical domain and in Information Technology, where certain “key” employees wield expert power which is much more vis-à-vis their position in the organisational hierarchy.

One must remember that expert power lasts as long as the expertise is uniquely consolidated in the employee and adds value and is required by the organisation.  

Once a particular knowledge or expertise dissipates or becomes obsolete or redundant, the expert power that comes with that expertise disappears.

ORGANISATION POWER

A network of people who form an organisation or group may collectively radiate power. 

Organisations like the army, civil service, and police wield immense power and so do large industrial and political organisations. 

Other examples are Union Organisations, Employers’ Associations and Confederations of Industries.

Organisation Power may exhibit similar attributes like position power, influential power and coercive power relying on the sources of wealth and violence for sustenance.

CHARISMATIC POWER

Charismatic Power is a type of power attached to an individual. 

Charismatic Power emanates from personality and plays an important role in organisations. In situations when two persons with equal position power (peers) interact, we observe that one person tends to get his way more often than the other. 

This type of power that enables one peer to get his way during an interaction is called charismatic power or personal power. 

A person possessing charismatic power can get people to obey him of their own free will, he exercises conditioned power by changing beliefs through persuasion and willing acceptance by the follower. 

The key factors that determine charismatic power are:

1. Self Image – How you view yourself

2. Peer Image – How you view your peer (power inferior, power equal or power superior)

3. Feedback Factor – How you read the power play in the interaction

4. Situation Image – How expertise pertaining to a certain situation determines the power equation. (e.g. Situational Expert Power)

ASSUMED POWER

Assumed Power is illegitimate position power (authority without accountability). 

Examples include personal staff to high officials, low level functionaries in important government departments, etc. 

In general, any person who can deny, withhold, delay or fulfill your needs or desires has the potential to assume power over you.

USURPED POWER

Powerlessness may cause frustration and, in extreme cases, lead to desperation, which may trigger off attempts to usurp power (e.g. –  Military Coup, Hostile Takeover of Companies, etc) 

Power may be usurped by an individual or group and then maintained by force, coercion, influence, charisma or combinations thereof. 

Look within your own organisation – a discerning look may reveal many overt, covert and subtle forms of assumed power and usurped power.

ASCETIC POWER

  

To start with, I will relate below a story, maybe apocryphal, which illustrates the concept of ASCETIC POWER.

THE STORY OF EMPEROR ALEXANDER AND PHILOSOPHER DIOGENES

Alexander the Great, the emperor of the world, who had conquered all lands and seas and considered himself the “son of a god” and before whom all knelt in veneration and reverence, one day early in the morning, was riding with his army through Greece.

Suddenly he saw a man lying naked in the sand by the side of a river basking in the early morning sunlight.

Curious, Alexander rode towards the naked man. The man who was basking in the sun seemed to be totally indifferent to the distinguished visitor and his entourage.

The naked man remained prostrate and made no attempt to get up. He ignored the Emperor Alexander the Great sitting majestically on his horse.

An angry soldier shouted at the naked man: “You there – do you know in whose presence you are?”

“Who is he...?” the prostrate man answered lazily, without the stir, making no move to get up.

The astonished soldier proclaimed: “Wretched man, you are in the presence of His Exalted Highness Alexander the Great – Emperor of the World.”

“Oh...” the naked sunbather said impassively, continuing to lie down. 

He casually looked up at Alexander the Great mounted imposingly on his horse.

Then, the naked man said to Alexander: “I am Diogenes.”

“Ah, so you are the philosopher Diogenes!” Alexander exclaimed, “I have always wanted to meet you – I have heard so many stories about you. Diogenes, I am impressed. I will grant you anything you wish. What do you desire? Diogenes, ask for anything in the world and it will be yours.”

Still lying prostrate on the sand, Diogenes said to Alexander: “Please could you move a little to the side and get out of my sunlight, because you are blocking the sun and spoiling my sunbath. That is all I want from you…”  

Power is the reciprocal of desire. 

If I desire something from you, then you have the power to either grant or withhold what I desire from me. 

If I do not desire anything from you, then you have no power over me. 

A desire can be any form. 

It can be tangible, like material wealth, or even intangible, like love, appreciation etc. 

In his time, Alexander the Great was the most “powerful” man on earth, but he had no power over Diogenes, because Diogenes did not desire anything from him.

This story illustrates the fact that you cannot have power over someone who desires nothing from you. 

That is Ascetic Power. 

Look closely and you will see individuals with ascetic power around you, maybe even in your organisation too. 

LEADERSHIP AND FOLLOWERSHIP STYLE

Each person, because of his life experiences, develops a characteristic way of behaving when he has power over another. 

How you behave when you have power over someone is your leadership style.

Each of us has a characteristic way of reacting to those we recognise as having power over us. 

How you react to someone who has power over you is your followership style.

Leadership and followership styles may embody situational and cultural aspects. 

Different types of power have varied connotations in different cultures. 

In some parts of the world and in most hierarchical, military and bureaucratic organisations position power may be of prime importance.

In some other domains (especially political organisations) charismatic power may prevail.

And in some organisations, especially technical organisations, expert power may be given more recognition. 

With increasing globalisation, these aspects merit consideration in determining power equations in multinational and multicultural organisations.

HOW POWER AFFECTS BEHAVIOUR

Like all resources, power is susceptible to misuse.

Power corrupts, and to quote Lord Acton:

“Power tends to corrupt and absolute power corrupts absolutely...”

Let us see, in the organisational scenario, what power does to people and discuss the process by which managers may get corrupted by the acquisition of power.

This process of corruption due to power is a four-stage process and the sequence seems to be quite consistent:

STAGE 1 – SURPRISE

After you acquire power, especially position power, say after a promotion to a senior position like CEO:

First, there is surprise at how quickly erstwhile peers or equals change their behaviour towards you. 

Then there is a distancing process. 

You can no longer be “one of the boys”. 

Your privileges increase – after all Rank has its Privileges.

STAGE 2 – EXCITEMENT

The second phase is a feeling of excitement, of recognition that when you, as the new leader, use your power to make a decision, your decision is both sought after and gratefully received. 

This develops into strong feelings of self-worth and you have a feeling of doing something worthwhile. 

You have a feeling of importance owing to the satisfaction of the inner need for significance.

STAGE 3 – POTENCY

The third phase is the one most likely to begin the process of corruption. It is feeling of potency. 

You, as a powerbroker, start to understand how much power and concomitant resources you can employ in order to amplify your own person, role and achievements. 

There is an accompanying feeling of isolation. 

The “leader”, possessing power, becomes inexorably drawn away from the subject (follower or victim) of his power and is tempted to feel bigger for it.

                                                                 

STAGE 4 – EPIPHANY

In the final phase, there is a split. In this stage, persons possessing power behave in two distinct ways.

If you are a prudent manager or leader – you will begin to realise the negative aspects of power. 

You will sense the reactions of your subordinates and peers in the organisation to the power equations and accordingly you will evaluate the situation and respond in a positive manner by appropriate delegation of power in order to empower your subordinates – or at least generate a feeling of empowerment among them.

If you are one of those indisputable ambitious power seekers – you will begin to believe that power is something that you can now command – because of who you are. 

You take your power for granted and begin to believe that your own identity is of prime importance as compared to those you lead (followers). 

You create defences against potential attack by peers and subordinates and other you imagine who want to grab your power. 

You will surround yourself with reinforcements (siege mentality). 

Finally, like Nero, Hitler and many other tyrants and totalitarian rulers, autocrats, despots and dictators, you will start having illusions of your own glory and ignore the reality of the situation and signs of your impending end.

In extremis, all those who hold on to power risk turning into paranoids and megalomaniacs like the ones we read about in history books, including the corporate world.

CONCLUSION

The advent of the information age and knowledge worker and fast changing business environment and flatter organizational structure owing to proliferation of information technology and implementation of modern management practices and consequent dynamic changes in traditional power equations necessitate an understanding of the different kinds of power relationships in organisational situations and their impact on organisational behaviour.

It is, indeed, vital to recognize that power is a key resource which must be prudently managed so as to minimise power conflict for the good of the individuals involved and the organisation to which they belong.

I will end with another quote from Lord Acton:

... And remember, where you have a concentration of power in a few hands, all too frequently men with the mentality of gangsters get control. History has proven that. All power corrupts; absolute power corrupts absolutely ...

Lord Acton

Power is a vital resource in governance and management. 

It is important to understand the dynamics of power in order to handle it prudently.

If the various types and aspects of power are not understood properly and mishandled, then power can become a dangerous resource and things can get out of control. 

VIKRAM KARVE

Copyright © Vikram Karve 
1. If you share this post, please give due credit to the author Vikram Karve
2. Please DO NOT PLAGIARIZE. Please DO NOT Cut/Copy/Paste this post
© vikram karve., all rights reserved.

Disclaimer:

All stories in this blog are a work of fiction. Events, Places, Settings and Incidents narrated in the stories are a figment of my imagination. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

Copyright Notice:

No part of this Blog may be reproduced or utilized in any form or by any means, electronic or mechanical including photocopying or by any information storage and retrieval system, without permission in writing from the Blog Author Vikram Karve who holds the copyright.

Copyright © Vikram Karve (all rights reserved) 

This is a revised version of my article written by me more than 25 years ago in the 1990s and posted online an number of times on my various blogs including at urls: http://creative.sulekha.com/the-power-game_508927_blog  and http://karvediat.blogspot.in/2011/02/power-and-organisational-behaviour.html  and  https://karve.wordpress.com/2011/02/25/vikram-karve-types-of-power-and-ascetic-power/ and  http://karvediat.blogspot.in/2012/06/power-and-its-management-primer.html and https://karvediat.blogspot.in/2013/06/power.html and http://karvediat.blogspot.in/2013/12/does-power-corrupt.html and https://www.quora.com/profile/Vikram-Karve/Writing-by-VIKRAM-KARVE/How-Power-Corrupts etc

Musings of an Engineer on Engineers Day

Today – September 15 – is observed as “ENGINEERS DAY” 

What is the meaning of the term “ENGINEERING”...?

Do you know the difference between “Science”, “Technology” and “Engineering”...?

Can you tell me:

What is the difference between a Scientist – a Technologist – and – an Engineer...? 

I remember that I had been asked a similar question about the definition of Science, Engineering and Technology many years ago when I used to conduct an induction training program – and – in response – in addition to answering the question – I had written a blog post on the subject.

Let me delve into my academic writing journal archives and pull out this article which I had written long back – more than 8 years ago – in the year 2008 – during my “Professorship” days...

SCIENCE TECHNOLOGY ENGINEERING
Meaning and Definition
By 
VIKRAM KARVE

From my Academic Writing Archives:

Here is an article I wrote during my teaching days, while conducting an induction training program, more than 8 years ago, in the year 2008...

SCIENCE ENGINEERING TECHNOLOGY –  SCIENTIST, ENGINEER, TECHNOLOGIST  –  What is the Difference...?

Long back, during my teaching days, once when I was talking to some youngsters undergoing an induction training program, I realized that they did not know the difference between Science, Engineering and Technology. 

Some of the trainees had degrees in Technology (B.Tech. / M.Tech.), some had degrees in Engineering (B.E. / M.E.) and a few had degrees in Science (B.Sc., B.S., M.Sc., M.S). 

I called two trainees.

One had a B.Tech. (Bachelor of Technology) degree in Electrical Engineering.

The other had a B.E. (Bachelor of Engineering) degree in the same discipline.

I asked then what was the difference between a B. Tech. degree and a B.E. degree?

They were clueless. 

By the way – in addition to BE and B. Tech. – in earlier times – some Universities awarded the B.Sc. (Engineering) and B.Sc (Technology) degrees to Engineering/Technology Graduates too.

I asked all the trainees if they knew the difference between Science, Engineering and Technology?

No one seemed to know. 

Tell me – do you know the difference between Science, Engineering and Technology?

In many research organizations – like DRDO – even Engineers and Technologists are designated as “Scientists”. 

Do you know what is the difference between Science, Technology and Engineering?

Can you tell me what is the difference between a Scientist, a Technologist and an Engineer? 

Let me try to elaborate – in as simple a way as possible.

SCIENCE and the SCIENTIST

Science is the reasoned investigation or study of natural phenomena with the objective of discovering new principles and knowledge of natural phenomena.

The principal goal of a Scientist is to publish a research paper. 

Nowadays, the sheer manner in which so many papers are churned out it seems that many research papers are seen to be written and not written to be seen.

Of course, a genuine Scientist will try and ensure that a research paper must be written to be seen and not seen to be written. 

TECHNOLOGY and the TECHNOLOGIST

Technology is the practical application of science.

Technology includes the skill, technique and knowledge of the manipulation of nature for human purposes, using scientific results and knowledge.

The principal goal of a Technologist is to produce some physical change in the world. 

ENGINEERING and the ENGINEER 

Engineering is the professional art of using technology (the practical application of science) for achieving the optimum conversion of the resources of nature for the benefit of humankind.

In order to exploit technology, the engineer applies scientific principles to practical ends such as the design, manufacture, and operation of efficient and economical structures, machines, processes and systems. 

The principal goal of an Engineer is to design, create and produce new tools, machines and systems for practical human means by exploiting technology.

 

WHO IS MOST USEFUL TO SOCIETY – SCIENTIST TECHNOLOGIST or ENGINEER?

In a nutshell:

a Scientist studies nature

a Technologist manipulates nature 

an Engineer exploits technology for human purposes.

While Scientists may, at times, may conduct scientific studies for the sake of discovery, Engineers and Technologists always try to have in mind the ultimate benefit of humankind and results of their work are invariably beneficial for human purposes.

Engineering is the art of optimally using technology and is primarily concerned with how to direct to useful and economical ends the natural phenomena which scientists discover and formulate into acceptable. 

Engineering therefore requires the creative imagination to innovatively apply technology in order to obtain useful applications of natural phenomena. 

It seeks newer, cheaper, better technologies of using natural sources of energy and materials. 

Science pertains more to Academic Education – whereas Engineering is related to Skill Development.

It will primarily be Engineers who can make the recent “Make in India” campaign a success – of course – with support from Scientists and Technologists.

 

So we can infer that the Engineer is the one who is most useful to society and humankind – isn’t it?

Dear Reader – do you agree? 

Or – do you feel that the Scientist is more important that the Engineer...? 

Or – do you think there is no difference between Science, Technology and Engineering...? 

Please do give your views and comments.

ENGINEERING – Definition

A Gobbledygook Definition of ENGINEERING

Now I have tried to tell you in as simple a way as possible, but if you prefer Gobbledygook read on:

The American Engineers’ Council for Professional Development  has defined Engineering as follows: 

 

Engineering is:

“The creative application of scientific principles to design or develop structures, machines, apparatus, or manufacturing processes, or works utilizing them singly or in combination; or to construct or operate the same with full cognizance of their design; or to forecast their behavior under specific operating conditions; all as respects an intended function, economics of operation and safety to life and property”

WHY INDIA IS STILL TECHNOLOGICALLY BACKWARD DESPITE INVESTING SO MUCH MONEY AND HUMAN RESOURCE IN SCIENTIFIC RESEARCH

India could not capitalize on its Scientific Developments since our Engineering and Technology were weak. 

There is no use pursuing scientific research without strong engineering capability and robust technological base. 

There is no use inventing and discovering new things if you cannot utilize your inventions and discoveries for the benefit of mankind.

CONCLUSION

I think I will end with a quote:

“A good Scientist is a person with original ideas. 
A good Engineer is a person who makes a design that works with as few original ideas as possible. 
There are no ‘Prima Donnas’ in Engineering”

                                                                     ~ Freeman Dyson 

Now – you tell me – who do you think is most useful to society – a Scientist – a Technologist – or – an Engineer...?

VIKRAM KARVE

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