Fish stocks fell less in Arabian Gulf than Sea of Oman
I would like to make a couple of points in reference to the editorial More must be done to protect UAE's fisheries (August 12).
First, no survey has been undertaken to assess the number of sharks in the UAE, and the decline in catch is attributed to strict regulations pertaining to shark fishing that are in place since 2008. Those regulations were updated in 2011.
Secondly, the new measures such as seasonal and permanent bans on some types of net are effective and will certainly help. These are just one of many initiatives taken to halt the decline of fish stocks.
I would also like to clarify that fish stocks have decreased by two-thirds in nine years in the Sea of Oman and not in the whole of the UAE, as it has been mentioned. The decline in stocks in the Arabian Gulf is less than the Sea of Oman.
M Tabish, Dubai
India's economic mess hard to fix
The year 2013 will remain etched in the memory of anyone who is even remotely concerned about the value of the rupee (India's policies fail to stop rupee's free fall, August 20).
During my 18 years of stay in the UAE, I have never seen the currency underperform so much. It may be good for people like me who live outside India because the currency-exchange rate has become more lucrative than ever. But it's not so good for the people living in India.
In my hometown in Hyderabad, for instance, a loaf of bread costs 30 rupees, which only a year ago was available for 10 rupees. Prices of essential commodities are rising each day. The cost of living has gone up so much that the ordinary middle class is finding it hard to afford. What's happening to the poor is beyond our imagination.
I think the time is not far off when more people in India will die of starvation.
The condition of the people is going down with the country's currency and economy. Yet everyone seems to be bearing the pain silently. The government seems to have suddenly woken up as it has started taking various measures to strengthen the currency. But those measures are causing more harm than good.
I hope a new government comes after the next election. But whoever comes to power cannot easily tackle this mess.
Sukumar S, Sharjah
Is Pakistan under civilian control?
I refer to the opinion article History will favour Pakistan's army chief, despite setbacks (August 21) by Brigadier Shaukat Qadir.
Military commanders before Gen Ashfaq Kayani also supported and loyally served the civilian leadership.
Gen Tikka Khan might have been controversial for the erstwile East Pakistan, but he served his term as chief of staff of the army, and went home. Gen Jehangir Karamat resigned on a matter of principle during Nawaz Sharif's previous term as prime minister. Even when the chief justice asked for his intervention against Mr Sharif's party at that time, he left it to the civil authority to handle.
On the contrary, Gen Kayani served the military regime under Mr Musharraf in top positions. His extension for another term by the "civilian leadership" called into question who was in control.
The army under Gen Kayani demonstrated that civilians could not interfere into areas of army interest. He has pushed for officers to be appointed as ambassadors; we have an unprecedented 12 of them now. So much for withdrawal from the civilian positions.
Sajjad Ashraf, Pakistan
Leaders need to have special skills
I am writing about the article Technical ability is not enough to be a leader (August 12). One cannot assume that a good technician will be equally adept at playing the role of a leader.
Consider this: an accountant happens to be appointed as accounting manager in a company, based on his or her accounting skills, mainly because the person responsible for the recruitment did not realise that there was a dual function to perform - that of an accounting technician and manager.
Managers or leaders by occupation - rather than by profession - tend to undermine the importance of vision, teamwork, motivation, preparation and development, feedback, communication, interpersonal skills, tact, and other factors. Those individuals cost an organisation much more than the salaries they take.
Unfortunately, such people continue to be employed and promoted.
There is, however, no harm in promoting them after they undergo the required management or leadership training programme. Only then can they help to promote effective leadership, ethics, teamwork, and motivation.
Name withheld by request