1. Negotiation Skill (Negotiating Effectively ) Damodar Regmi

2. Two Party, Two Group, Two Ideas
INTEREST

3. Conflict/ Differences for achievement Two Party, Two Group, Two Ideas
Behave Differently

4. ;xdlt Negotiation cGt/lge{/tfsf] clgjfo{tf
Trying to break out the status quo for win win situation
Give and Take

5. Conflict/ Differences and Negotiation
2 group different interest
Independent effort for self interest protection
sitting together
utilize joint effort
best solution for both

6. åGb (Conflict)
Ps jf PseGbf j9L JolQm jf ;d"xn] csf]{ JolQm jf ;d"xsf] :jfy{ jf nIf k|fKt ug{ glbg' jf cfkm\gf] :jfy{ k"lt{sf nflu k|of; ubf{ csf{nfO{ jfwf cj/f]w ug]{ p2]Zod"ns k|of; g} åGb xf] .

7. j}rfl/s / j}olQms c;dfgtf b[li6sf]0fdf c;dfgtf oyfl:ytLdf kl/jt{g
åGbsf sf/s tTjx?
j}rfl/s / j}olQms c;dfgtf
b[li6sf]0fdf c;dfgtf
oyfl:ytLdf kl/jt{g
;"rgf ,hfgsf/L / ;dGjosf] sdL
c;dfj];Ls/0f / lglZrt ju{sf] cflwkTo
k|lts"n sfo{ jftfj/0f
u'gf;f] ;'g'jfO{ ;+oGqsf] cefj

8. åGb ;DjGwL cjwf/0ff
k/Dk/fut cjwf/0ff åGb v/fj xf] o;n] ljgfz lgDTofp+5, cfpg lbg' x'b}g, tTsfn} bjfpg' k5{ kG5fpg' k5{
!(#)- !($) sf] bzssf] cjwf/0ff
cfw'lgs cjwf/0ff of] k|fs[lts s'/f xf],o;nfO{ bjfpg' x'b}g Joj:yfkg ug'{ k5{ , åGb lglZrt / cjZo;+efjL 5 .
!($) -!(&) sf] bzssf] cjwf/0ff –Human Relations View/ Approach
Contemporary view-The View of interaction

9. Stephan P. Robbins
Level of Performance
Level of Conflict

10. MANAGEMENT= MANAGE MEN T=
;+u7gdf åGb
MANAGEMENT=
MANAGE MEN T=
Organizational Goal/ Organizational Interest
Tools
Resources Communication
Process
Motivation
Coordination
MANAGE
Personnel Goal/ Interest

11. ;+u7gdf åGb
;+u7g

12. Post wise Division
Decision Makers
Officers
Assistant Staffs

13. Function Wise Division
Dept 1
Dept 2
Dept 4
Dept 3

14. Function Wise Division Organizational Island
Interest, Communication, Use of Technology, Working style, Poor coordination
Post wise Division
Function Wise Division
Organizational Island
Leads to

15. Effects of Internal
and External Factors
Organization
Behavior
Organizational
Culture

16. ;+u7gdf åGbsf ljljw cfofd
Joj:yfksLo
>f]tsf] Joj:yfkg
nfesf] jf+8km+f8
dfgj ;DjGw
k|lqmofut
k|ljlw

17. åGb ;dfwfgsf t/Lsfx?
Ps Ps ub}{ dfu k"/f ug]{ t/Lsf (Piecemeal Approach) : Ps dfu / ljjflbt ljifo sf] af/]df lgisif{df k'u]kl5 csf]{ dfusf] ljifodf k|j]z ug]{
;du| ?kdf dfu k"/f ug]{ t/Lsf (Wholistic Approach) : ;j} ljifosf] af/]df 5nkmn u/L lgisif{df k'Ug]
8fnf] k|0ffnL (Basket Approach/ Package Bargaining) : ;j} dfunfO{ ljifout?kdf juL{s/0f u/L k|fyldstfsf] cfwf/df dfu k"/f ub}{ hfg]
lht lht k|0ffnL (Win Win Approach) : Win- Win , Win- Lose, Lose- Win / Lose- Lose Approach k|of]udf cfpg] ePtfklg lht lht k|0ffnL (Win Win Approach) a9L k|efjsf/L dflgG5 .

18. Jfftf{ ,;Demf}tf, ;xdlt
b'O{ jf b'O{ eGbf j9L kIf jLr cf cfkmgf p2]]Zo jf xLt sf] sf/0fjf6 pTkGg ePsf åGb, ljjfb jf km/s cj:yfx?nfO{ cfk;L ;xdlt tkm{ nUg] p2]]Zon] ul/g] jftf{ tyf ;Demf}tf g} ;Demf}tf jftf{ xf] .
Negotiation is a process of building common interest and reducing differences to arrive at an agreement, which is at least minimally acceptable to the parties concerned.
-Dennish A. Hawber

19. b'O{ jf b'O{ eGbf j9L kIf jLr cf cfkmgf p2]]Zo jf xLt sf] sf/0fjf6 pTkGg ePsf åGb jf ljjfbx?nfO{ cfk;L ;xdlt tkm{ nUg] p2]]Zon] ul/g] jftf{ tyf ;Demf}tf g} ;Demf}tf jftf{ xf] .
Ps jf PseGbf j9L JolQm jf ;d"xn] csf]{ JolQm jf ;d"xsf] :jfy{ jf nIf k|fKt ug{ glbg' jf cfkm\gf] :jfy{ k"lt{sf nflu k|of; ubf{ csf{nfO{ jfwf cj/f]w ug]{ p2]Zod"ns k|of; g} åGb xf] .

20. jftf{ tyf ;Demf}tfsf] cfjZostf
a9\bf] cGt/lge{/tf (Interdependency)
Governance Actors sf] pbo
National- NGOs, CBOs, Private sectors
International-Bilateral Multilateral Organizations, Donors ,INGOs
Conflicting Interest
dfu ;d"xsf] a9f]Q/L
j}slNks / ;xh k|lqmofut jf6f]

21. What are the four stages of negotiation?
The negotiation process can essentially be understood as a four-stage process. The four stages of the negotiation process are preparation, opening, bargaining and closure

22. Stages and phases of Negotiation
 Preparation,
Information gathering
Relationship building,
Information using,
Bidding,
Compromising
Closing the deal
Finally implementing the agreement.

23. ;Demf}tf jftf{ sf r/0fx? tof/L (Preparation)r/0f
;"rgf ;+sng
;f}bf(Bargaining) p2]Zox? lgw{f/0f
Ideal Objective
Realistic objective
Bottom line
ljkIfsf] ;jn / b'j{n kIfsf] n]vfhf]vf
6f]nL u7g / e"ldsf lgwf{/0f

24. /0fgLlt tof/ ug]{ r/0f(Developing Strategy)
dxTjk"0f{ r/0f
Intensity of Issue
Opponents Strategy
Hidden Agenda
Attacking strategy
Defensive Strategy

25. ;Demf}tf / jftf{ sf /0fgLltx?
/0fgLlt (Strategy/Style) kl/0ffd
;xof]ufTds Collaborating Win Win
;Demf}tfd"ns Compromise Medium Win Win
;DaGwd"ns Accommodating Lose Win
lgoGq0fd"ns Competing/Controlling Win Lose
klG5g] Avoiding Lose Lose

26. Strategy of Negotiation 5 Negotiating Styles ofThomas and Kilmann
Collaborating
A++ B++ WW
Competing
A+ B- WL
Compromising
A+ B+ WW
Avoiding
A- B- LL
Accommodating
A- B+ LW B

27. ;f}bf ug]{ r/0f (Bargaining)
Bargaining Zone
Attack Strategy Settlement Range
Min Max Principle
Max Min Principle
Zone of Possible Agreement (ZOPA) Positional Bargaining A B A B AB

28. jftf{ cGTo ug]{ r/0f (Closing)
sfof{Gjog ;+oGq ;lxt ;Demf}tfkq tof/ ug]{
sfof{Gjogdf csf]{ kIfnfO{ ljZjf; lbnfpg]
;+ej ljifox? -sfof{Gjog, cg'udg_ df ;femf ;+oGq tof/ ug]{
x:tfIf/ ug]{
c;xdlt ePdf csf]{ jftf{sf] :yfg / ;do lgwf{/0f ;lxt ;f}xfWb{k"0f{ cGTo ug]{

29. c;n jftf{ ;Demf}tfsf/sf u'0fx? / ;Lk
ljifoj:t', k[i7e"dL,;d:ofjf/] kof{Kt 1fg
l:ytLsf] ljZn]if0f Ifdtf
efiffut bIftf
Convincing Capacity (Both opponent and authority)
s"6g}lts rft'o{tf
Listen, Respect, Propose
w}o{tf
JbGb,bjfj / stress ;xg] Ifdtf
Confidence (Strength capitalise / weakness hide ug{ ;Sg] Ifdtf)

30. jftf{ ;Demf}tfnfO{ c;/ kfg]{ tTj
Information
Approach
Pressure
Place
Hidden Agenda
Third Party involvement/ Interest
Possible Benefit
Time (80/20)

31. Areas of Negotiation Organization Foreign Aid
International, Regional and Bilateral Agreement
Different Stakeholders
Others

32. Areas of Negotiation Not just across the table
Before, during and after talks
Formal as well as informal
In everyday life and work

33. Negotiation Theory Structural analysis
Analysis of power differential between sides/ use of soft and hard power
Strategic Analysis
Procedural analysis:
Behavioural analysis:
Outcome analysis:

34. Outcomes in NegotiationB
Outcome
Win
Lose
Win-lose
Lose-win
Lose-lose
Win-win

35. Trust
Power
Information
Time
Negotiation
Tips

36. Elements of Negotiation
Process
Behaviour
Substance
Style
Strategy
Tactics

37. Major Steps of Negotiation
Issue
Agenda Setting
Formtion of Negotiating Team
In house Discussion
Strategy
Formal Talks
Informal Talks
Agreement

38. Negotiation Process RADPAC Model
Rapport: get to know each other
Analysis: know each other’s intentions, interests and positions, and bottom lines  
Debate: discussion about perceptions, interests, needs and positions to convince the other side
Propose: best possible solution acceptable to both sides based on the interests of either side
Agreement: best alternate acceptable to both sides, (formal, informal, oral or written)
Close: after both sides having agreed to a solution

39. Negotiation ethics
Respect
Listen
Propose
Evidence

40. Breaking a negotiation deadlock
Informal consultations/ side talks
Change the date and venue
Change negotiators/ team leaders
Change sequence of agenda
Use third party role/ mediation

41. Difference between bilateral and multilateral negotiations
Complexity- variety of interests at stake in multilateral negotiations
Linguistic and cultural diversity
Slow decision-making / difficulty to reach agreement
Decisions usually taken by consensus/ “critical mass” required to arrive at decisions
Involves coalition building
More informal negotiation on the sidelines
Presence of large number delegates

42. Negotiation Skills
Knowing negotiations (what, how, barriers, elements, process, styles, principles etc.)
Communication skills (articulating, listening, informal communication and messaging, putting your points)
Analytical skills/ problem-solving skills
Interpersonal skills (understanding people, personal rapport - know the interests , reduce stress)
Diplomatic skills (persuasion, winning by influence)
Professional skills (subject matter expertise)

43. Negotiation Skills Problem analyzing and solving skills
Team building skills (often held in teams)
Skills to understand your weaknesses and strengths and that of your counterpart
Cross-cultural skills
Skills to leave the negotiation
Skills to implement the outcomes
Situational negotiation skills

44. Hidden Agenda and The Shadow Negotiation
What is the most important information that is hidden from you at a shop?
The Shadow Negotiations (2000)- originally how women could master teh hidden agenda
Unspoken attitudes
Hidden assumptions
Good faith versus bad faith
Ask questions/ informal consultations
Know their interests
Understand non-verbal communication

45. Common Mistakes Negotiating without a goal/strategy Not listening
No best alternate
Using emotions/impatience
Talking too much
Too much indirect communication

46. Agreement Skills Formal and informal (Gentleman’s Agreement)
Art of putting down what is agreed in writing
Drafting / Who brings the draft out is important
Paragraphing (preamble and operative )
Bracketing / Referring to higher levels
Definition of terms
Provisions for dispute resolution
Interpretation and explanation
Mutually binding mechanism for implementation
Implementation : schedule and accountability
Provisions for ratification, extension, amendment and expiry

47. Nepal's negotiation problems
Neglected aspect in bureaucracy
Focus on power, authority, status, position, not expertise and skills
Poor negotiating strategy/ Weak straegic guidance to negotiators
Mandate deficiency/ little flexibility to negotiators
Lack of strong political support/ politicization of administrative issues
Inadequate homework, teamwork and preparations

48. Negotiation problems…
Lack of institutional memory/ files/ staff continuity
Absence of recorded experience of past negotiations
Rarely backed up with required resources
Poor coordination among various agencies
Weak communication and articulation skills
Too much secrecy / or too much media
“kich kich” on small details and missing important issues

49. Negotiation problems…
Inadequate specialization
Influence of extraneous issues in negotiations
National interest / interest of the government (subject to interpretation)
Lack of technical expertise/ inadequate specialization
Non-implementation of agreed outcomes
Inability to adjust during implementation
Insufficient dispute solving mechanisms

50. Nepal's negotiation problems
Absence of note taking (e.g. one-to-one meetings)
Weak lagnguage/ articulation/ communication and professional skills
Weak drafting/legal skills
Non-implementation
Poor follow up and monitoring

51. Investing in Negotiation skills
Investing in three sets of skills (diplomatic, legal, professional or subject matter expertise)
Enhancing communication skills/ better articulation
Language skills- Chinese, Arabic, others
Cross-cultural negotiation skills
Building upon experience- e.g. with India

52. Improving Negotiation Skills
Give best negotiation skills to civil servants;
Support with mandate and resources
Improve internal consultation
Avoid asymmetrical teams on grounds of seniority and expertise
Focus on interests, options and mutual gains than on positions and bargaining
Stop asking favours, focus on principles
Know to walk away if that is in the best interest
Implement all agreements reached during negotiations

53. Common Errors
Lack of homework
Lack of co ordination/ Information/ Role Allocation
11th hour tendency
Strength / weakness dilemma
Internal pressure vs opponents pressure (priority)
Language Problem (oral- written)
Implementation Mechanism
Quantity Vs Quality
Compliance Problem

54. Third Party Negotiation
1.Mediator- Acceptable third party for both sides who facilitates or encourages a negotiated solution by using suggestions for alternates
2.Arbitrator- Third party involvement who has the authority to dictate an agreement.
3.Conciliator- A trusted third party who provides communication link between the opponents.
4.Consultant as negotiator -An impartial third party who attempts to facilitate creative problem solving through communication and analysis.

55. Negotiation Cycle ljifoj:t' Issue/s
kqsf] cfbfg k|bfg Letter of exchange
:yfg / ;dosf] lgwf{/0f Place time and venue
5nkmn Discussion with concerned party
;xdltsf ;femf ljifosf] klxrfg Identification of common agreed issues
ljdltsf ljifosf] klxrfg Identification of common or single differences
pQd ljsNksf]] klxrfg Find out best options
sfo{ of]hgf Implementation Plan
ljjfb ;dfwfg ;+oGq Dispute settlement Mechanism

56. Negotiation Cycle d:of}bf lgdf{0f Draft preparation x:tfIf/ Signing
cg'df]bgRatification/Acceptance/ Connfirmation
sfg"gL / gLltut Joj:yf Legal and policy arrangements
k[i7kf]if0f Feedback
k'g jftf{ Re negotiation

57. Types of Negotiation Approach Based
Position Bargaining Negotiation (Traditional Approach )
Principle Negotiation (Modern Approach)
Result Based
Integrative Process (win-win)
Distributive Process (Win-lose) (Zero Sum)

58. Agreement- an arrangement, a promise or a contract made with somebody
understanding - an informal agreement
Negotiation- Formal discussion between people who are trying to reach an agreement
Contract- an official written agreement

59. BATNA- Best Alternative to Negotiated Agreement
WATNA- Worst Alternative to Negotiated Agreement

60. Group Exercise
Interaction
Role Playing
Presentation

61. s ju{sf] jfl0fHo J}fs
s]Gb|Lo sfof{no sf7df08f} b]zsf !) d'Vo zx/x?df #) zfvf sfof{no
sd{rf/L ;+Vof %))
Zf]o/ ;/sf/ $) % cGo ^) %
lgIf]kstf{ ;+Vof *)))
C0fL ;+Vof !)))
!)) C0fLx?jf6 C0f c;"n x'g g;ls/x]sf]
cfufdL cf j df % d'Vo zx/x?df !) / % u|fdL0f If]qdf Ps Ps j6f zfvf sfof{no :yfkgf ug]{ nIf
c;"n x'g g;ls/x]sf] C0f ltg{ j}sjf6 hf/L cjwL e'Qmfg x'g !% lbg C0f c;"n ug{ ;lsg] k"jf{g"dfg
j}ssf]] lgIf]kstf{ cfsif{0f / nufgL cfsif{0f ug]{ of]hgf ;+sng / nufgL k|jfx x'g] k"jf{g"dfg

62. Pp6} P]g cGt/ut g] /f a} sf] ;Dk"0f{ lgb]{zg kfng u/L cGo a}+s ;/x cfw'lgs ;'ljwf lbg'kg]{ , k|lt:kwf{nfO{ :jLsfg{' kg]{ afWotf
v/fj shf{sf] k|ltzt / ;+lrt gf]S;fg 36fO{ gfkmf xl;n ug{' kg]{
ljutsf] Psflwsf/ ;dfKt ePsf]
/0fg}lts ;fem]bf// nufgLstf{ sf] k|j]z u/fO{ bIftf clej[lWb ug]{ / tTkZrft ;/sf/sf] e"ldsf t6:y x'g]
lgIf]k dx+uf] b/df ;+sng ul//x]sf] , lgIf]k sd e}/x]sf], lgIf]k j9fpg' kg]{ l:ytL, shf{ lgIf]k cg'kft a9L
lz/f]ef/ vr{ (Overhead Expenses) j9L /x]sf]n] o;nfO{ 36fpg' kg]{
;j} sd{rf/Lsf] bIftf j[lWb u/L k|lt:kwf{sf] jftfj/0fdf j}ssf] ;fv pRr jgfpg kg]{'

63. Joa:yfkgsf] b[li6sf]0f k|lt:kwf{ a9]sf]n] bIftf j[lWb cfjZos
Joa:yfkg cfkm\gf] Ifdtf cg';f/ sd{rf/Lsf] ;]jf ;'ljwf k|lt lrGtgzLn 5
sd{rf/L Ifdtf clej[lWb, j[lQ ljsf; / pTk|]/0ff clej[lWb ug{ ljleGg /0fg}lts / cfsif{s of]hgf k|To]s jif{ NofOPsf]
;+rfns ;ldlt / dGqfnosf] lrQ gj'emfO{ yk ;]jf ;'ljwf j[lWb ug{ g;lsg]
jx' o"lgogsf] sf/0fn] j9L bjfj ;xg'k/]sf]
sd{rf/Ldf sfdrf]/ k|j[lQ / b08xLgtfsf] k|j[lQ j9]sf]

64. o"lgogsf] egfO{
Joj:yfkg - ;+rfns ;ldtL_ /fhg}lts lgo'lQm sf] sf/0fn] k]zfut aGg ;ls/x]sf] 5}g
Joj:yfkgn] sd{rf/L ;+u ;DalGwt lg0f{o k]zfut cfwf/df ge} /fhg}lts cf:yfsf] cfwf/df ug]{ ub{5
Joj:yfkg pRr :t/sf kbflwsf/Lsf] ;'ljwf / cgfjZos vr{ u5{ t/ cfd sd{rf/Lsf] ;fdfGo ;'ljwfdf vf;} rf;f] lbb}g
csf]{ o"lgognfO{ sfvL Rofk]/ xfdLnfO{ k]n]sf] 5 xfd|f] o"lgogsf of]Uo sd{rf/LnfO{ j9'jf, :jb]zL tyf tfnLddf cj;/ glbg] / ckfos ;?jf kb:yfkg ub{5 /fd|f ljefu / zfvfx?df xfd|f] o"lgogsf ;fyLnfO{ cj;/ glbOPsf]

65. cfd sd{rf/Lsf] egfO{
sd{rf/L o"lgogx? /fhg}lts bnsf] eft[ ;+u7gsf] ?kdf sfo{/t
o"lgogx? w]/} eP o"lgogsf kbflwsf/L / ;dy{s n] dfq ;?jf, j9'jf, :jb]zL tyf tfnLddf cj;/ kfP
o"lgogx? cfkm\gf] JolQmut obfsbf cfkm\gf] ;d"xsf] :jfy{sf] nflu sfd u5{g / cfkmGtsf] egf{ ,cfkm\g} j9'jfdf tNnLg 5g\ .
Joj:yfkg - ;+rfns ;ldtL / pRr kb:y sd{rf/L_ n] /fhg}lts kl/jt{gsf] cfwf/df ;DalGwt o"lgogsf g]tfx?nfO{ xftdf lnP/cfkm\gf] kb / clwsf/ ;'/lIft agfPsf 5g\
Joj:yfkg o"lgogx? ;+u nfrf/ 5g\ o"lgogsf] bjfjdf lg0f{o u5{g, k]zfut lg0f{o ug{ ;Sb}gg\
pRr kb:y clws[tx? cfkm\gf] jf+sL hfuL/ cjlw ;lhnf] ;+u ljtfpg o"lgogx?nfO{ v'zL jgfO{ ;xh cjt/0f dfq ug{ rfxG5g\ . ;+:yfsf] pGglt x'g] bL3{sfnLg lg0f{o ug{ rfxGgg
/fd|f / bIf sd{rf/L jflx/ /fd|f] cj;/ kfPdf hfuL/ 5f]8\g] dgl:ytLdf

66. JbGbsf] cj:yf
cflwsfl/s o"lgog k|fKt dt $* % k|ltJbGbL o"lgog k|fKt dt $& % o"lgog %%
gof+ of]hgf / k|lt:kwf{n] sfo{jf]em jl9/x]sf] sfo{jf]em Jojl:yt ul/g'kg]{ dfu
lghL If]qsf j}sx?sf] t'ngfdf sd ;]jf ;'ljwf . ;]jf ;'ljwf j[lWb ul/g'kg]{ dfu
sfof{nosf] ef}lts cj:yf / IT related equipment df ;'wf/sf] dfu
!)-% sf] ;do clw kl5 sfd ubf{ lbg] ul/Psf] eQf df zt k| z j[lWb ul/g'kg]{ dfu Joj:yfkg ;'wf/ sf !) ljifo ;lxt @% ;"qLo dfu
Dffu k"/f u/fpg g;s] cfufdL jif{ x'g] lgjf{rgdf jt{dfg cflwsfl/s o"lgog k/flht x'g] l:ytLdf o; x8tfndf ;j} k]zfut ;d"xsf] g}lts ;dy{g
ljleGg r/0fsf] j}wflgs lj/f]w jf6 ;d:of ;dfwfg gePsfn] cfhsf] & lbg kl5 k]g 8fpg ug]{ sfo{qmd 3f]if0ff
Dffu k|lt Joj:yfkg ;fdfGotof ;sf/fTds t/ gLltut :jLs[ltsf hl6ntf
z]o/xf]N8/ / lgIf]kstf{ gsf/fTds
;se/ h;/L ePklg ;d:of ;dfwfg ug{] g;s] cGo ;dfg x}l;otsf j}ssf sd{rf/L x8tfn k|lt pT;flxt gx'g] u/L oyfzL3| Go"gtd dfu k"/f u/L ;d:of ;dfwfg ug{ ;DjlGwt dGqfnosf] lgb]{zg

67. ;d"x ljefhg cfd sd{rf/L Joj:yfkg cflwsfl/s o"lgog k|ltJbGbL o"lgog
lgIf]kstf{
cfd sd{rf/L

68. Negotiation Opening by Mgmt Chief Introduction of mgmt team
Introduction of CBA team
Negotiation Process
Conclude

69. lgIf]kstf{ åGb / ;xdltn] tkfO{sf] ;d"xnfO{ s] kmfObf k'¥ofof] / s;/L
Joj:yfkg
cflwsfl/s
k|ltJbGbL o"lgog
lgIf]kstf{
cfd sd{rf/L
bjfj slt lyof]
;xdlt pko'Qm lyof] of lyPg
cGo pko'Qm ljsNkx? lyP lyPgg\
s'g kIf ;d:of ;dfwfg tkm{ j9L pGdv b]lvGy]]
tkfO{x?sf] bjfjn] ;d:of ;dfwfgdf s:tf] k|efj kf¥of]
Jfftf{ ;f}xfb{?kdf ;+rfng eof] ePg
s'g kIf sf] e"ldsf j9L k|efjsf/L /x\of] / lsg
åGb / ;xdltn] tkfO{sf] ;d"xnfO{ s] kmfObf k'¥ofof] / s;/L
cfkm\gf] / ljkIfL sf] ;jn / b'j{n kIf s] s] lyP
åGb / ;xdltn] Joj:yfkgnfO{ s] kmfObf k'¥ofof] / s;/L
åGb / ;xdltn] ;+u7gnfO{ s] kmfObf k'¥ofof] / s;/L

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