Disclaimer:- For past few days we have been publishing editorials which are not similar to our usual editorials (taken from NEWS) , instead they were given as questions in our Mains Test series.The idea to publish them is to help the Mains candidates to have a quick grasp over few key concepts which are usually overlooked in the run up to Mains, yet are significant from Mains perspective.We sincerely hope it helps.
In 1940 Gandhi chose Vinoba to be the first Satyagrahi i.e. non-violent resister, to offer non-violent resistance to the British regime. Vinoba’s social ativvism was founded on a lifetime’s study of the other major world religions. Vinoba’s life,reveals the harmony of the inner & outer life of a great man, who had an unwavering commitment to the practice of non-violence, to an engaged spirituality, & to the universal power of love.
After India had independence, Vinoba started out on his extraordinary & unprecedented in recorded history, the Bhoodan (Land-Gift) Movement. Over a period of twenty years, Vinoba walked through the length & breadth of India persuading land-owners & land-lords to give their poor & downtrodden neighbours a total of four million acres of land.
History – (Few details can be picked up to give it a chronological tinge – not all dates are not important though)
In 1951,the Third Annual Sarvodaya Conference was held at Shivarampali, a village a few miles south of the city of Hyderabad in South India. Vinoba was persuaded to leave his community center (Ashram) at Pavnar, near Nagpur & attend the meetings. Vinoba decided to walk three hundred miles to Hyderabad. Telangana had been the scene of violent communist rebellion which was still smouldering in April 1951. For Vinoba the future of India was essentially a contest between the fundamental creeds of Gandhi & Marx. In coming to Hyderabad, Vinoba & other Gandhians were confronting a challenge & testing their faith in non-violence.
On April 11th 1951, the final day of conference, Vinoba announced that on his walk home to Pavanar he & a few companions would tour the Communist infested areas of Telangana to spread the message of Peace i.e. Non-violence.
Once in Telangana, Vinoba quickly showed his sensitivity to the new situation.
On April 17th, at his second stop, Vinoba learned at first hand that village people were afraid of the police as well as the Communists & that the village was torn along class-lines.
On April 18th 1951, the historic day of the very genesis of the Bhoodan movement, Vinoba entered Nalgonda district, the centre of Communist activity. The organizers had arranged Vinoba’s stay at Pochampalli, a large village with about 700 families, of whom two-thirds were landless.
Pochampalli gave Vinoba a warm welcome. Vinoba went to visit the Harijan (the Untouchables) colony. By early afternoon villagers began to gather around Vinoba at Vinoba’s cottage. The Harijans asked for eighty acres of land, forty wet, forty dry for forty families that would be enough.
Then Vinoba asked,”If it is not possible to get land from the government, is there not something villagers themselves could do?” To everyone’s surprise, Ram Chandra Reddy, the local landlord, got up & said in a rather excited voice: “I will give you 100 acres for these people.”
At his evening prayer meeting, Ram Chandra Reddy got up & repeated his promise to offer 100 acres of land to the Harijans. This incident neither planned nor imagined was the very genesis of the Bhoodan movement & it made Vinoba think that therein lay the potentiality of solving the land problem of India.
This movement later on developed into a village gift or Gramdan movement. This movement was a part of a comprehensive movement for the establishment of a Sarvodaya Society (The Rise of All socio-economic-political order), both in India & outside India
The movement passed through several stages in regard to both momentum & allied programmes.
In October 1951, Vinoba was led to demand fifty million acres of land for the landless from the whole of India by 1957. Thus a personal initiative assumed the form of a mass movement, reminding the people of Gandhi’s mass movements. This was indeed a very remarkable achievement for a constructive work movement. The enthusiasm for the movement lasted till 1957 & thereafter it began to wane
Meanwhile the Bhoodan Movement had been transformed from a land-gift movement to a village-gift or Gramdan movement, in which the whole or a major part of a village land was to be donated by not less than 75% of the villagers who were required to relinquish their right of owner-ship over their lands in favour of the entire village, with power to equitably redistribute the total land among village’s families with a proviso for revision after some intervals. The Programme of individual land-gifts was still there, but henceforth became a neglected activity.
The Gramdan idea did not prove popular in the non-tribal areas & this partly accounted for the decline of the movement at the end of the 1950s. All this continued till 1974. from the view-point of its ups & downs. But there was another aspect as well & it related to allied programmes unfolded from time to time. Those progammes were Sampattidan (Wealth-gift), Shramdan (Labour-gift), Jeevandan (Life-long commitment to the movement by co-workers), Shanti-Sena (Peace-army), Sadhandan (gift of implements for agricultural operations).
As regards attitudinal transformation, the propagation of ideas combined with the above material achievements, could not but affect the mind of the thinking people. The movement directly influenced the life-style of the co-workers, especially the life-long co-workers & through them many workers & associates or fellow-seekers.
By adopting Gandhi’s ideas to the solution of the basic economic problem of land collection & equitable redistribution among the landless, the Movement kept Gandhi’s ideas of socioeconomic reconstruction alive at a period when the tendency of the educated elite was to overlook, if not to reject Gandhi’s ideas as irrelevant.
The Movement kindled interest in the individuals to study Gandhi’s ideas & to assess their relevance. Jayaprakash Narayan, one of the fore-most leaders in politics, before & after India’s Independence, came to be more & more intimately associated with the movement & realized that it was a superb endeavor to bring about revolution in human relations founded on the Gandhian philosophy of non-violence. Ultimately Jayaprakash devoted his entire life to the construction of a Sarvodaya society.
To conclude taking an overall view it cannot be gainsaid that the Bhoodan-Gramdan Movement, despite all its real & apparent limitations, it would ever be deemed as a glorious attempt for a peaceful & non-violent solution of the basic land problem of Indian society & through it for a non-violent reconstruction of the Sarvodaya socio-economic-politico order of universal relevance & significance.
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[wptelegram-join-channel link=”https://t.me/s/upsctree” text=”Join @upsctree on Telegram”]2021 WEF Global Gender Gap report, which confirmed its 2016 finding of a decline in worldwide progress towards gender parity.
Over 2.8 billion women are legally restricted from having the same choice of jobs as men. As many as 104 countries still have laws preventing women from working in specific jobs, 59 countries have no laws on sexual harassment in the workplace, and it is astonishing that a handful of countries still allow husbands to legally stop their wives from working.
Globally, women’s participation in the labour force is estimated at 63% (as against 94% of men who participate), but India’s is at a dismal 25% or so currently. Most women are in informal and vulnerable employment—domestic help, agriculture, etc—and are always paid less than men.
Recent reports from Assam suggest that women workers in plantations are paid much less than men and never promoted to supervisory roles. The gender wage gap is about 24% globally, and women have lost far more jobs than men during lockdowns.
The problem of gender disparity is compounded by hurdles put up by governments, society and businesses: unequal access to social security schemes, banking services, education, digital services and so on, even as a glass ceiling has kept leadership roles out of women’s reach.
Yes, many governments and businesses had been working on parity before the pandemic struck. But the global gender gap, defined by differences reflected in the social, political, intellectual, cultural and economic attainments or attitudes of men and women, will not narrow in the near future without all major stakeholders working together on a clear agenda—that of economic growth by inclusion.
The WEF report estimates 135 years to close the gap at our current rate of progress based on four pillars: educational attainment, health, economic participation and political empowerment.
India has slipped from rank 112 to 140 in a single year, confirming how hard women were hit by the pandemic. Pakistan and Afghanistan are the only two Asian countries that fared worse.
Here are a few things we must do:
One, frame policies for equal-opportunity employment. Use technology and artificial intelligence to eliminate biases of gender, caste, etc, and select candidates at all levels on merit. Numerous surveys indicate that women in general have a better chance of landing jobs if their gender is not known to recruiters.
Two, foster a culture of gender sensitivity. Take a review of current policies and move from gender-neutral to gender-sensitive. Encourage and insist on diversity and inclusion at all levels, and promote more women internally to leadership roles. Demolish silos to let women grab potential opportunities in hitherto male-dominant roles. Work-from-home has taught us how efficiently women can manage flex-timings and productivity.
Three, deploy corporate social responsibility (CSR) funds for the education and skilling of women and girls at the bottom of the pyramid. CSR allocations to toilet building, the PM-Cares fund and firms’ own trusts could be re-channelled for this.
Four, get more women into research and development (R&D) roles. A study of over 4,000 companies found that more women in R&D jobs resulted in radical innovation. It appears women score far higher than men in championing change. If you seek growth from affordable products and services for low-income groups, women often have the best ideas.
Five, break barriers to allow progress. Cultural and structural issues must be fixed. Unconscious biases and discrimination are rampant even in highly-esteemed organizations. Establish fair and transparent human resource policies.
Six, get involved in local communities to engage them. As Michael Porter said, it is not possible for businesses to sustain long-term shareholder value without ensuring the welfare of the communities they exist in. It is in the best interest of enterprises to engage with local communities to understand and work towards lowering cultural and other barriers in society. It will also help connect with potential customers, employees and special interest groups driving the gender-equity agenda and achieve better diversity.