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Department of Hydro Power Development
Vidyut Bhawan, Itanagar, Arunachal Pradesh - 791111
Email: ceoffice@arunachalhydro.org.in

Phone: +91 360 2217309
Fax: +91 360 2291502


                In the package announced by Hon’ble Prime Minister of India, Rs. 550.00 crore has been earmarked for Power Sector which is to be spent to achieve the ultimate goal of electrification of all households in the State. This Rs. 550.00 crore has been distributed as follows:

Sl. No


Amount Earmarked

Amount already released



Department of Hydro Power Development (DHPD)

Rs. 416.00 crore

Rs. 169.11 crore

For completion of certain existing incomplete schemes and construction of new small/mini/micro hydel stations


Department of Power (T&D) (DOP)

Rs. 86.00 crore

Rs. 33.16 crore

For evacuation of power generated from small/mini/micro hydel stations constructed by DHPD


Arunachal Pradesh Energy Development Agency (APEDA)

Rs. 48.00 crore


For construction of micro hydel stations and providing solar photo voltaic system in inaccessible areas

                Out of a package of Rs. 416.00 crore provided exclusively to Department of Hydro Power Development, the Planning Commission has already released Rs. 169.11 crore to Department of Hydro Power Development for completion of identified 42 Nos. incomplete projects (Category ‘A’) (See Annexure –I)  which will lead to a capacity addition of 47.28 MW. The work in these projects is going on and is likely to be completed within the targeted period. A sum of Rs. 80.76 crore will be provided by the Planning Commission, GOI to complete another 4 Nos. incomplete projects (Category ‘B’) located on Indo-China Border (See Annexure –II).

                As far as planning for balance fund of Rs. 166.13 crore for Department of Hydro Power Development is concerned, the State Govt. in consultation with the MNRE, Govt. of India is in the process of finalizing the proposal for completion of 20 Nos. existing languishing schemes and for taking up of 30 Nos. absolutely new schemes (Category ‘C’) for construction of small/mini/micro hydel stations in Indo-China / Myanmar / Bhutan districts of Arunachal Pradesh to electrify remote villages. As of now, MNRE, Govt. of India has already released Rs. 16.72 crore for completing of 12 Nos. ongoing schemes and 2 Nos. absolutely new schemes (See Annexure – III). Proposal for balance 36 Nos. schemes (8 Nos. ongoing & 28 Nos. new) are still under consideration of the MNRE and likely to be sanctioned in near future (See Annexure – IV). A total of 1325 Nos. villages shall be benefited on completion of the projects taken up by Department of Hydro Power Development under PM’s Package. A capacity addition of 80.40 MW is expected on completion of above stated schemes. An important role in the formation of organizational psychology has played a report by R. Gordon and J. Howell on the state of education in the field of business in colleges and universities in the United States. The report, published in 1959, they argued that the efficiency of business management is largely associated with the use of appropriate psychological and behavioral knowledge to organizational problems. These researchers appreciated the experience of leading business schools to attract psychologists , sociologists and political scientists to training managers, noted a lack of representation of the foundations of psychology programs in most centers of business training and called on business schools for broad cooperation with the departments of psychology universities in conducting psychological research in the field of management and organizational performance.

This report has had a tremendous impact on the training and selection of faculty members and business schools around the world. The influx of specialists in the behavioral sciences, particularly psychology , these schools became a regular and ever- growing. Soon quantitative to qualitative changes have - have strengthened professional relationships have been established association took shape doctoral programs not only within the university but also in the educational structure of the leading business schools. All this, along with the development of scientific thought and the accumulation of facts has also prepared the emergence of a new scientific discipline. Final establishment of organizational psychology as an independent discipline researchers attribute to the second half of the 60s , and its formal recognition did not occur until 1973.

Like any other area of ​​knowledge , organizational psychology is doomed to constant refinement of the object of research and the development of his theories and methods. In 70 years, the problem of this science is largely confined to the selection and use of concepts and methods of psychological sciences to study human behavior in organizational settings . At that time, organizational psychology, which is predominantly solved purely applied problems , it could be called the human dimension of management or psychological approach to management. In recent decades, organizational psychology has moved beyond the narrow application of discipline. It ceased to be a simple application of psychological knowledge to solve organizational problems and a mechanical transfer of the facts , laws and concepts of other areas of psychology in the organizational context . Of course, in those cases where, for example , already has a social psychology concepts and methods suitable for the study of organizational problems , organizational psychology continues to unconditionally accept , use , and adapt them for their own purposes . However, scientists are developing and their own theories, concepts and methods in an attempt to solve the problems and issues that are on the periphery of the attention of other psychological sciences and peculiar only to organizations and people , their constituents.

However, the application function remains the dominant organizational psychology and research efforts primarily permeated with the spirit solve urgent problems of organizations. However, many even recognized achievements in the development of organizational problems require careful evaluation and judgment on the theoretical level . And finally , being intellectual activity , organizational psychology, as well as any form of scientific knowledge, is to some extent an end in itself and to satisfy our need for a deeper understanding of man and his soul. The area and the subject of study of organizational psychology As we noted earlier in this chapter , organizational psychology - applied branch of psychology that studies all aspects of mental activity and behavior of people in organizations to improve organizational efficiency and create favorable conditions for work , personal development and mental health of members of the organization. The subject of the study of organizational psychology are a variety of psychic phenomena and human behavior in organizations , as well as factors of the determining .

These include, first and foremost, work activity , personality- value sphere of workers and their professional and important qualities , group processes , motivation , leadership , organizational culture , a variety of organizational variables . Specifying the area and the subject of the study of organizational psychology , it is necessary to focus on the following points: First , the psychology and behavior are determined by how much the characteristics of organizations and groups , as well as the environment. Second, the efficiency of the organization and the achievement of its stated objectives , in turn , are determined by its staff . Third, to understand and address the psychological problems in the organization needs to use the achievements of the totality of scientific knowledge and the application of the scientific method. Only the consistent application of the scientific method enables organizational psychology claim to be scientific field .

At the junction of fundamental knowledge and practice Organizational Psychology serves as a link between the fundamental knowledge and real organizational activities . See the position of organizational psychology in the " science - a practice " allows circuit shown in Fig . 1.1. In the overall system of interaction between science and practice , there are two poles: the "fundamental knowledge" and " practice." Basic research aimed at identifying the most common patterns in a particular area . In psychology, the study of the fundamental nature of the relationship primarily engaged in general psychology . Basic research is not directly in contact with practice and , although some aspects of fundamental knowledge and are related to organizational issues, but in general they are very far from the real problems of the organization. At the same time, the managers , practice every day trying to analyze and modify the actual organizational situation , adjust the behavior of individual employees and solve numerous psychological problems.  

Place of organizational psychology in the " Science - Practice" How does the interaction between the two poles ? Consider this particular example . Basic research has shown that the attitudes of people actually have no effect on their behavior. For organizational psychologists problem of the relationship of attitude and behavior was and is not only theoretical but also applied, practical sense. Their long been interested in , such as The attitude as " job satisfaction " is connected with the productive behavior of members of the organization. From the practice of scientists is well known that high job satisfaction provides higher productivity and quality of work , ie The attitude directly affects the behavior of the employee's employment . What's the matter ? Why is contrary to the fundamental law of applied research and practical organizational experience ? Based on fundamental research , organizational psychologists , in turn , formulated the following hypothesis applied : job satisfaction is not linked to productivity .

The correctness of this hypothesis was confirmed in the organizational and psychological research . This has stimulated increased interest in the issue of the links between attitudes and behavior and led to intensive interaction with scientists practicing managers and experts on staff . Subsequent studies have shown that the relationship between attitudes and behavior still exists, but is determined by the specific factors . If The attitude is quite specific ( not blurry and has a specific subject- emotional orientation ) if it is not associated with a strong antagonist of attitudes and behavior when not under the influence of any other dominant factors , we observed a strong correlation between attitudes and behavior.



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Department of Power, Government of Arunachal Pradesh APEDA MNRE Planning Department NIC-Arunachal Pradesh CEA MOP AHEC-IIT Roorrkee

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