Pop star Michael Jackson dies at 50

LOS ANGELES: Pop giant Michael Jackson, who took to the stage as a child star and set the world dancing to the thumping rhythms of his music in the 1970s, died on Thursday, online website reported. He was 50.

The website reported that Jackson suffered a heart attack just after 12:00 pm (1900 GMT) local time and paramedics were unable to revive him.

Jackson’s manager Tohme E. Tohme was not immediately available for comment when contacted by media. Officials at UCLA Medical Center where Jackson was treated also could not be reached for comment.

Los Angeles Fire Department spokesman Devin Gales would not confirm Jackson’s identity but said paramedics went to an address corresponding to the star’s home at 12:21 pm (1921 GMT) and the person was taken to UCLA Medical Center.

June 25th, 2009 by admin in Uncategorized | No Comments

How To Master Tricky Interview Questions? Bell The Cat! (Part II)

rats1Your response to the Part I of Tricky Question & Answers during job interviews, published last week, is overwhelming. We are publishing the another set of the Tricky Question & Answers during job interviews and hope they will be of help and guidance for you.

In this series we have tried to cover other possible questions asked during interviews that were not included last week, and incorporated their respected replies. ROZEE is always there to help if there are some more queries on your mind. You can always post your questions and comments and we will try to provide all the help required.

Once again, the usual disclaimer that by no means, these questions replace your knowledge and hence your confidence in your own field. They are in addition to queries specific about your skill sets and your background.

Q1. Your resume suggests you are over-qualified/more experienced for this position. What’s your opinion?

A question like this is categorized as a behavioral question. Such a question is generally asked to get an idea about your knowledge about the position you have applied for. That is, if you know for sure what the position is and do you know about its market value. It is also sometimes asked to throw you off-balance and to see how you react. Shrewd interviewers employ such techniques to better understand a candidate’s personality, to judge your general reaction and attitude as a qualified professional.

To answer such a question you must focus and talk about your skill set and professional background to-date and balance it with the job requirements without going into the murky details of formulating a personal opinion about being over-qualified; simply state the facts. Emphasize your interest in establishing a long-term association with the organization and make a point that powerful companies always have tough teams & experienced executives who always keep them on the top. Since you are a qualified professional so you have every faith that the company will get a fast return on its investment by hiring you. You can say that, “A growing, dynamic company can never have too much talent.” Exude confidence but do not let the interviewer feel that you are over confident.

Q2. What are your strengths and weaknesses?

Although this question may seem as though you should answer with a positive answer for your strengths and a negative for your weaknesses, try to give two positive answers. When discussing your strengths highlight strengths that specifically apply to the available post. When indicating your weaknesses never detail a character defect rather try to explain where you identified a problem area where you were able to remedy it and explain how you did so.

Q3. Why are you leaving (did you leave) your present (last) job?

Again the employer, by asking such a question, wants to know if you are a dedicated, goal oriented person who is serious about a career with his company. Do not give a long-winded answer. Try to keep it very brief and to the point and as honest as you can without hurting yourself. For example if you were laid off in an across-the-board cutback, say so; otherwise, indicate that the move was your decision and the result of your action. Avoid mentioning personality conflicts. Under no circumstances talk ill about your previous employer as the person interviewing you will take an impression that you might talk about your new boss in the same context if you two ever go on wrong ends. The interviewer may spend some time probing you on this issue, particularly if it is clear that you were terminated. The “We agreed to disagree” approach may be useful. Remember that your references are likely to be checked, so don’t fabricate a story for an interview.

Q4. In your current (last) position, what features do (did) you like the most/least?

Similarly, as mentioned before, you should be very careful and positive while answering this question. You will not want your future boss to jump to a wrong conclusion that you are a difficult employee who likes picking out flaws in the company. A negative image at any stage of the interview can prove fatal so be very focused and positive about every word that comes out of your mouth. If you make your last job sound terrible, an interviewer may wonder why you remained there until now. Pick not more than one thing that would be considered a bad practice professionally everywhere. In this regards, the interviewer will not be able to argue with you. If you can back up with anything you did to improve the practice, it will be considered a plus.

Q5. How successful do you think you’ve been so far?

Confidence is the key to answer this question while over confidence can create a problem here. This question is actually asked to see if you exude over confidence while answering or you give a humble answer while knowing perfectly well about your success rate during your professional career. Although the type of job being interviewed for may dictate the amount of chutzpah you want to display here but a general rule of thumb is to stay safe with a more low-key, just-the-facts type of an answer. You can say that, all-in-all you are happy with the way your career has progressed so far. List your key achievements and what was their impact to your employer(s).

Q6. Where do you see yourself five years from now?

This question is asked to see if you are a career oriented person & how seriously you have thought about your career. More importantly, it is used to gauge if the company can offer you a growth path that is in line with your aspirations. The employer also wants to see if you have that vigor and energy that the company requires for a team leader or simply a team member. Remember that a focused and target oriented employee is always an attraction for the employer. So here it is for you to establish that you are very particular about your goals in future. You can tell the interviewer that you would like to grow with the company and you will make sure that your every effort is directed towards becoming a successful and reliable part of the company.

Following are some questions asked from individuals being interviewed for managerial positions:

A. What do you look for when you hire people?

This question is asked to see that if you are given the task to hire people for your team in future, will you be clear as to who you want on your team for the specific job completions. In short what kind of a team maker are you? This is again a question to gauge your decision making power. A safe answer is that you will prefer people with good skills, initiative and adaptability to be able to work comfortably and effectively with others and those who appear capable of moving up in the organization. Start with a more generic answer and end with a comment to the interviewer that hiring criteria varies from one job to another and you will change what you look for in an employee based on the job description.

B. Have you ever fired any staff? How did you handle the situation?

Firing of staff is not an easy situation to deal with and it needs a proper procedure to follow. For those of you who have been on managerial positions know that such tasks are pretty nasty. Generally such a situation is not much discussed. But if you are asked this question admit that the situation was not easy, but it worked out fine for the company and, you think, for the individual as well. You can say that you don’t enjoy unpleasant tasks but you can resolve them efficiently and -in the case of firing someone- humanely.

C. What do you think is the most difficult thing about being a manager/ executive?

Being a manager is a position of responsibility. Companies rely on these people for their facing challenges, smooth working and successful target achievements. So the interviewer wants to see how a committed manager they can find in you. You can start by saying that nothing particularly is too difficult but each task brings with itself a set of its own challenges and a good manager learns from each task. Some of the more challenging tasks have been working with difficult employees (be ready for a follow-up question as to how you dealt with them), motivating employees to work under tight deadlines, and working with difficult clients.

June 20th, 2009 by admin in Uncategorized | No Comments

WRITTEN EXAMINATION RESULT FOR ASSISTANT DIRECTOR (BS-17) 2008, MINISTRY OF DEFENCE, Pakistan

The Candidates with following Roll Numbers have qualified the written examination held on 20th April
2008 for appointment as Assistant Director (BS-17) posts under Ministry of Defence:-
A00006 A00270 A00420 A00627 A00835 A01121 A01447 A01686 A02048 A02712
A00009 A00276 A00421 A00630 A00846 A01122 A01449 A01711 A02087 A02721
A00014 A00281 A00423 A00635 A00847 A01140 A01450 A01712 A02093 A02731
A00032 A00283 A00432 A00638 A00867 A01144 A01456 A01713 A02095 A02736
A00061 A00290 A00433 A00639 A00870 A01149 A01463 A01722 A02122 A02751
A00075 A00299 A00439 A00646 A00871 A01154 A01470 A01727 A02163 A02772
A00092 A00301 A00443 A00649 A00873 A01180 A01472 A01729 A02197 A02773
A00099 A00302 A00448 A00652 A00874 A01183 A01474 A01734 A02216 A02774
A00100 A00304 A00455 A00656 A00878 A01184 A01475 A01740 A02245 A02777
A00104 A00305 A00459 A00659 A00880 A01196 A01478 A01746 A02249 A02778
A00110 A00306 A00466 A00661 A00881 A01206 A01486 A01767 A02252 A02785
A00113 A00311 A00486 A00665 A00895 A01259 A01495 A01768 A02268 A02787
A00120 A00321 A00506 A00673 A00903 A01269 A01499 A01769 A02290 A02792
A00124 A00329 A00516 A00686 A00909 A01272 A01504 A01776 A02291 A02801
A00126 A00331 A00518 A00690 A00930 A01277 A01517 A01800 A02293 A02812
A00148 A00335 A00519 A00692 A00931 A01292 A01518 A01808 A02300 A02819
A00163 A00336 A00525 A00697 A00935 A01297 A01523 A01810 A02325 A02821
A00171 A00337 A00530 A00699 A00938 A01307 A01529 A01827 A02344 A02828
A00177 A00338 A00532 A00708 A00939 A01314 A01531 A01830 A02361 A02833
A00181 A00339 A00536 A00730 A00946 A01324 A01555 A01835 A02365 A02834
A00192 A00345 A00537 A00732 A00956 A01326 A01570 A01845 A02376 A02839
A00200 A00350 A00538 A00743 A00966 A01334 A01581 A01857 A02381 A02845
A00203 A00360 A00540 A00746 A00971 A01338 A01586 A01867 A02387 A02862
A00204 A00364 A00541 A00748 A00973 A01344 A01595 A01869 A02397 A02869
A00206 A00365 A00542 A00769 A00975 A01346 A01606 A01870 A02398 A02870
A00216 A00371 A00543 A00770 A01001 A01354 A01614 A01875 A02401 A02873
A00221 A00378 A00548 A00778 A01064 A01390 A01632 A01878 A02437 A02875
A00226 A00383 A00549 A00779 A01072 A01393 A01633 A01884 A02443 A02879
A00227 A00384 A00558 A00782 A01078 A01397 A01634 A01890 A02457 A02885
A00236 A00388 A00559 A00786 A01082 A01398 A01646 A01891 A02488 A02887
A00237 A00396 A00561 A00790 A01083 A01403 A01647 A01943 A02495 A02896
A00239 A00403 A00570 A00801 A01089 A01421 A01662 A01951 A02535 A02902
A00240 A00407 A00573 A00806 A01098 A01425 A01668 A01964 A02540 A02911
A00261 A00410 A00594 A00814 A01114 A01428 A01670 A01972 A02541 A02916
A00267 A00411 A00607 A00824 A01115 A01441 A01671 A02024 A02706 A02918
A00268 A00419 A00609 A00825 A01117 A01442 A01683 A02037 A02711 A02919

A02927 A03192 A03585 A03969 A04381 A04668 A04996 A05331 A05695 A06129
A02930 A03204 A03588 A03984 A04383 A04672 A05006 A05332 A05700 A06130
A02931 A03206 A03601 A03985 A04397 A04673 A05017 A05334 A05702 A06140
A02938 A03214 A03602 A03997 A04399 A04685 A05023 A05359 A05737 A06155
A02941 A03221 A03606 A03999 A04405 A04691 A05027 A05360 A05765 A06174
A02952 A03225 A03609 A04002 A04418 A04698 A05036 A05372 A05773 A06177
A02956 A03233 A03612 A04004 A04421 A04699 A05037 A05376 A05776 A06193
A02957 A03237 A03613 A04006 A04441 A04702 A05055 A05414 A05779 A06194
A02963 A03246 A03629 A04020 A04447 A04708 A05059 A05423 A05783 A06200
A02969 A03247 A03638 A04026 A04452 A04709 A05083 A05431 A05810 A06206
A02981 A03250 A03645 A04055 A04455 A04738 A05085 A05434 A05831 A06208
A03000 A03263 A03650 A04058 A04468 A04759 A05098 A05475 A05838 A06225
A03002 A03264 A03651 A04065 A04500 A04762 A05102 A05478 A05839 A06240
A03009 A03265 A03652 A04089 A04503 A04771 A05118 A05481 A05846 A06279
A03019 A03282 A03660 A04100 A04504 A04778 A05128 A05489 A05850 A06301
A03022 A03291 A03802 A04107 A04508 A04798 A05144 A05496 A05852 A06307
A03025 A03292 A03805 A04108 A04519 A04819 A05146 A05498 A05871 A06352
A03028 A03296 A03812 A04109 A04525 A04820 A05147 A05528 A05878 A06357
A03040 A03311 A03813 A04115 A04526 A04822 A05153 A05541 A05886 A06391
A03043 A03337 A03816 A04138 A04530 A04827 A05156 A05542 A05890 A06393
A03051 A03338 A03829 A04142 A04536 A04833 A05176 A05545 A05904 A06400
A03070 A03353 A03832 A04144 A04539 A04834 A05179 A05557 A05919 A06421
A03076 A03354 A03848 A04155 A04543 A04839 A05184 A05563 A05922 A06427
A03077 A03356 A03881 A04158 A04550 A04856 A05189 A05577 A05924 A06450
A03093 A03373 A03885 A04163 A04556 A04858 A05205 A05583 A05926 A06452
A03094 A03382 A03889 A04170 A04563 A04869 A05209 A05584 A05927 A06453
A03100 A03387 A03897 A04218 A04564 A04872 A05210 A05587 A05950 A06459
A03108 A03400 A03902 A04225 A04567 A04882 A05211 A05588 A05951 A06463
A03110 A03419 A03918 A04228 A04575 A04885 A05238 A05592 A05979 A06467
A03129 A03421 A03919 A04231 A04583 A04895 A05239 A05595 A06014 A06509
A03131 A03422 A03921 A04236 A04586 A04910 A05240 A05596 A06023 A06518
A03132 A03456 A03931 A04239 A04592 A04936 A05243 A05598 A06030 A06523
A03140 A03484 A03933 A04260 A04594 A04941 A05244 A05603 A06047 A06534
A03145 A03503 A03936 A04265 A04603 A04953 A05264 A05607 A06048 A06539
A03159 A03510 A03938 A04274 A04606 A04956 A05269 A05623 A06058 A06545
A03160 A03517 A03950 A04287 A04608 A04966 A05272 A05645 A06066 A06559
A03169 A03527 A03954 A04293 A04610 A04968 A05277 A05655 A06074 A06585
A03172 A03540 A03959 A04331 A04656 A04973 A05296 A05679 A06075 A06595
A03175 A03552 A03961 A04338 A04660 A04986 A05303 A05680 A06103 A06603
A03179 A03554 A03962 A04343 A04663 A04989 A05309 A05683 A06104 A06604
A03181 A03579 A03968 A04344 A04664 A04993 A05329 A05685 A06108 A06614

A06719 A07675 A08594 A09084 A10008 A10401 A11144
A06751 A07681 A08597 A09119 A10020 A10407 A11165
A06778 A07682 A08602 A09166 A10022 A10427 A11167
A06786 A07731 A08608 A09177 A10023 A10434 A11186
A06819 A07766 A08628 A09179 A10030 A10447 A11188
A06827 A07797 A08650 A09181 A10042 A10450
A06839 A07833 A08661 A09189 A10048 A10459
A06843 A07945 A08669 A09211 A10051 A10470
A06846 A08001 A08674 A09239 A10060 A10473
A06886 A08011 A08708 A09253 A10063 A10500
A06986 A08213 A08714 A09262 A10064 A10514
A06992 A08222 A08728 A09402 A10084 A10516
A07001 A08231 A08741 A09451 A10085 A10533
A07004 A08245 A08746 A09452 A10094 A10577
A07016 A08256 A08758 A09453 A10100 A10618
A07028 A08269 A08761 A09476 A10103 A10619
A07040 A08285 A08773 A09479 A10123 A10649
A07041 A08301 A08807 A09494 A10124 A10833
A07069 A08308 A08808 A09510 A10141 A10854
A07072 A08324 A08809 A09517 A10174 A10890
A07092 A08325 A08820 A09560 A10186 A10899
A07093 A08329 A08833 A09565 A10190 A10901
A07098 A08330 A08834 A09580 A10210 A10927
A07110 A08335 A08871 A09590 A10224 A10928
A07148 A08354 A08874 A09594 A10227 A10954
A07174 A08374 A08876 A09600 A10230 A10956
A07194 A08387 A08904 A09603 A10232 A10971
A07238 A08388 A08908 A09623 A10238 A10980
A07243 A08395 A08934 A09664 A10259 A10989
A07254 A08434 A08940 A09687 A10260 A10991
A07266 A08453 A08948 A09693 A10269 A11004
A07287 A08489 A08963 A09719 A10290 A11007
A07300 A08496 A08965 A09725 A10329 A11014
A07359 A08498 A08986 A09728 A10331 A11049
A07402 A08501 A08989 A09732 A10332 A11096
A07432 A08512 A08994 A09741 A10350 A11106
A07438 A08513 A09018 A09842 A10372 A11112
A07486 A08517 A09025 A09851 A10376 A11113
A07494 A08524 A09058 A09860 A10379 A11119
A07618 A08528 A09062 A09874 A10384 A11139
A07622 A08531 A09063 A09884 A10393 A11142

Source: http://www.ispr.gov.pk/front/main.asp?o=t-press_release&id=603

May 9th, 2009 by admin in Leadership, Pakistan | No Comments

Great Leaders! and their Traits

It might be seen them, or have been lucky enough to have learnt from them: a teacher in class 5, a manager in your previous company, a captain of your cricket team. How are these people different from us? What qualities do these people possess that make them successful at what they do; how is it that people follow these leaders?

In this article, we will look at some traits of a leader. After reading, reflect upon how many of these characteristics do you possess. It does not hurt to start developing leadership skills at any stage.

Integrity:

Leaders are honest people with high moral values. Rather than playing blame game, where they try to pinpoint a scapegoat when something goes wrong, they hold themselves responsible in front of their management. Their employees trust the leaders and go out of the way to win accolades from them. This allows a very positive energy to flow within organizations.

Thus leaders bring with themselves a strong current of positive energy that helps the company meet tight deadlines, elevate employee moral and allows the company to stay competitive.

Risk Takers:

Leaders are not afraid to make difficult decisions. They take calculated risks. Whereas, a mediocre manager would want to always play safe, avoiding difficult projects or delaying decision making, leaders are always ready to take challenges head-on.

You will hear them welcome difficult projects that are high-profile. They are always ready to prove to the world that they can do it.

Natural Problem Solvers:

Leaders are naturally good at solving all sorts of problems. They are good at looking at issues from different dimensions and therefore offering unique, yet simple solutions. Leaders understand their product. Their solutions keep in mind the end user of their solution.

Good Listeners:

Leaders are good at resolving issues because they are good listeners. Pay attention to the person speaking loudly and continuously in a meeting; he is probably not a leader. Leaders tend to sit back and soak-in the information before offering solutions. And when they do, they are not averse to listening to contrary points of views.

Consensus Builders:

Leaders never take people for granted. They always build a consensus in their team prior to undertaking any major project. This is not to say that they cannot make their own minds up and need a committee. On the contrary, from the bosses who simply tell their employees what to do, leaders will explain what needs to be done and answer any ensuing questions.

People Development:

A very important aspect of what leaders do is that they develop people under them. Leaders are not content in simply lobbing easy tasks that can be hit out of the park each time by their employees. Leaders challenge their employees with new ideas and new tasks so that it adds to the skillset of that person.

Leaders empower people under them to take difficult decisions, to go on meetings by themselves, to propose new and bold ideas. Leaders ensure that, at the end of the year, an employee has grown beyond what he knew 1 year ago.

Enthusiastic:

Leaders are passionate about their work. They infuse energy in whatever assignment they take on. They are committed people who believe in their work assignments.

Eyes on the Prize:

Leaders are always very goal oriented. As they go through the day, they never lose sight of the main objective of a project or a product. They always have a long-term strategy in mind that they do not compromise for short-term gains.

Good Teachers:

Leaders are good coaches. They are selfless in spending time teaching people who work for them or with them. This trait helps people working for such a person to develop themselves and enhance their skills. Leaders make time to explain ideas and thoughts to people. They make time to share knowledge that they have with those that want to acquire it. They do not hoard information. They are approachable by anyone.

Some people are born with these leadership traits, others acquire it over time. Try to learn from your mistakes, pay attention to those around you who emulate these leadership attributes and try to learn from them first hand. There is no better time to start than now.

April 2nd, 2009 by admin in Leadership | No Comments

Play Game, Hit bush with Shoes

Play a Game, Hit Bush with shoes.


Play
More Free Online Action Games!

March 28th, 2009 by admin in Uncategorized | No Comments

Long March, Dharna GPO Chowk, Lahore, Pakistan

Haseeb, Nauman and Kashif’s participation in Long March Dharna at GPO Chowk Lahore.

a step towards the restoration of Justice Iftikhar’s Choudhry

March 17th, 2009 by admin in Uncategorized | No Comments

Collection of Beautiful Flowers in Pakistan.

List of beautiful folwers in Pakistan.

-Cleopatra
-Pink Cheer
-Deluxe Seasonal Bouquet

Cleopatra

Pink Cheer

Deluxe Seasonal Bouquet

Yellow Roses

February 12th, 2009 by admin in Plants and Gardening | No Comments

Bare Root Trees’s Plantation- How to plant a Bare Root Tree.

How to cultivate bare root trees:
Suitable time for plantation of bare root trees is any time from November to March. Bare root trees are trees that have been field-grown, and then dug up for planting. Planting at this time gives the trees the cool, moist weather they need to establish a root system before the hot summer weather when their energy will be put into foliage and fruiting.
Plannting Bare Root Tree
Their roots have usually been trimmed and they must be kept moist until planted. They are usually only available from late autumn to spring.
This page tells you how to plant and support a bare root tree until it is established.
If you haven’t planted a tree before, you may find it easier to work with a partner the first time.
The tree planted here was a rowan – Sorbus aucuparia - and it was planted in November.
What is needed in this regard?
Spade
Fork
Stake to tie the tree to
Rubber tree tie
Wheel barrow of well-rotted manure
New Zealand (NZ) planting board (a length of 2×2 with a notch in the middle)
Metal stake sleeve to hammer in the stake
Copious amounts of water
Protective clothing should be worn i.e. steel toe-capped boots, gloves.
Method for Cultivation:
After deciding where to site the tree:
1. Push a bamboo stake into the ground and mark out the edges of the hole.
2. Dig a hole, one spit deep and about 1 metre to a side.
3. Place the topsoil in two piles and the subsoil in a separate pile.
4. Be careful to keep the sides straight so that the hole isn’t narrower at the bottom than the top.
5. Lightly fork the edges and bottom of the hole to let the roots grow out more easily and provide air holes.
The tree in this example had been temporarily planted so the soil was loosened with a fork from around the roots and carefully removed.
Remember to check the roots for any damage before going any further and trim off any damaged parts with a sharp knife.
6. Lay an NZ planting board across the hole and place the tree in the hole to see if it is the right depth.
The stock of the tree in the example shown is just on the graft mark, the correct depth to avoid the stock sending out shoots.

Once the hole is finished the stake is ready to go in; this is done before planting to avoid root damage.
This stake was to stand about 1 metre above the ground, and vertical rather than angled.
7. Remove the tree from the hole to prevent damage when putting in the stake.
8. One person holds the stake whilst someone else wields the sleeve and hammers it into the ground. Make sure it is both straight and secure.
9. Place the tree next to the stake with the stem being about three inches away.
10. Shovel in some top-soil around the roots. Once the roots are covered, gently firm the soil to make sure it is tucked in around the roots.
11. Add about half of the manure over the top in an even layer. Be careful not to put the manure actually on the roots, since this can cause the roots to rot.
12. Shovel the rest of the top soil in and then add the sub soil.
13. Firm the soil again and dig in the remainder of the manure around the base of the tree.

14. Attach the rubber tie to the stake and then around the stem of the tree. The tie can be held in place by fixing it to the stake with a nail.
15. Finally, dig a channel around the edge of the dug area to stop water running away from the root area.
The tree should then be watered copiously, about once a week, until it is established. This could take a year and you will need to take extra care in hot dry weather so that it doesn’t dry out.

After care
Immediately after planting, the tree may need some reshaping to ensure that it grows out in the desired habit and to encourage root growth. If it is not growing and the weather is not frosty, this can be done – lower branches might be removed to raise the canopy or to balance the look of the tree; but be careful not to cut out the leader/main stem or the tree will not grow into its natural shape. Avoid cutting when the tree is actively growing as this will cause sap to leak out.
The tree will need frequent and large amounts of water until it is established.
As the tree grows and the stem thickens, check the rubber tie to see if it needs loosening.
Also check the stake after stormy weather to make sure it is still secure.

February 7th, 2009 by admin in Plants and Gardening, Uncategorized | No Comments

Geometric Transformation

•To assign ground coordinates to a map
•Adjust one data layer so it can be correctly overlayed on another of the same area
•It is usually called registration
•Sources of Errors
•Digitizing was inaccurate
•Inaccuracies in the source map
•Different Map Projections

Approaches in Geometric Transformations;

•Relative Position:location of Features relative to other Features
•Absolute Position:Location of features in relation to a geographic coordinate system

Relative Position:
–Slave layer registered to Master layer
–Choosing same features on both layers Like road intersection, confluence of streams or small island
–Statistics will calculate the accuracies
–Often termed as rubber sheeting
–Errors in master layer propagated in slave layer

Absolute Position:
–Each layer is separately registered to the same geographic coordinate system (such as UTM Coordinates)
–Give more accuracy
–Errors will not propagate
–Accuracy will directly assessed with reference ground coordinate
–Errors are independent in all layers
–Discrepancies will eliminate through conflation process

Transformation between Geometric Projections

•Earth’s Spherical shape
•Latitudes and Longitudes
•Projection: Mathematical transformation of spherical surface on a flat map.
•Major categories of projections
–Conical
–Cylindrical
–Zenithal

Degree of distortion
–Representation of area
–Shape
–Distance
–Direction

January 21st, 2009 by admin in Uncategorized | No Comments

A Classification of GIS Analysis Functions

•Maintenance and Analysis of the Spatial Data.
•Maintenance and Analysis of the Attribute Data.
•Integrated Analysis of the Spatial and Attribute Data.
•Output Formatting.

•Each Major group is further sub divided into types of functions.
•The distinctions among these categories are some what and not clear cut.
•But they do provide a useful frame work.

•The way that GIS function is implemented depends on following factors.
•Data Model (Raster vs Vector)
•Hard Ware and Performance criteria

GIS Classification

GIS Classification

January 21st, 2009 by admin in Uncategorized | No Comments


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