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Saturday, 27 July 2013
BUSINESS STUDIES NOTES CBSE CLASS XII -Planning
BUSINESS STUDIES NOTES CBSE CLASS XII
4. Planning
Summary
Management begins with planning, as it makes the objectives of an organisation clear and specific. Planning lays down the foundation for effective management. It involves determining the future course of action on the basis of purpose, knowledge and estimates.
Meaning of Planning
• Planning involves deciding and working out the details of an intended action in accordance with the anticipated future conditions to facilitate realization of organizational goals.
• Planning involves deciding and working out the details of an intended action in accordance with the anticipated future conditions to facilitate realization of organizational goals.
Features of Planning
• Planning is a purposeful activity, as it involves determining various decisions and actions to be performed for achieving the goals of the organisation.
• Planning provides the basis of all other managerial functions. This is referred to as the primacy of planning.
• Planning is pervasive in nature as it is required in organisation of varying sizes and types and at various levels.
• Planning should be flexible in nature to deal with any change in the business environment.
• Planning is a continuous process, as there is perpetual need to make plans, implement them, and also to review or revise them to meet the needs of an organisation.
• Planning is futuristic in nature, as it looks ahead and determines future course of action.
• Planning involves choice among various alternatives, to select the best possible course of action to achieve the organizational goals.
• Planning is an intellectual activity, as it involves logical and systematic thinking to determine the future course of action.
• Planning lends to efficiency in operation, as it involves careful thinking before doing, which helps to avoid needless action.
• Planning is a purposeful activity, as it involves determining various decisions and actions to be performed for achieving the goals of the organisation.
• Planning provides the basis of all other managerial functions. This is referred to as the primacy of planning.
• Planning is pervasive in nature as it is required in organisation of varying sizes and types and at various levels.
• Planning should be flexible in nature to deal with any change in the business environment.
• Planning is a continuous process, as there is perpetual need to make plans, implement them, and also to review or revise them to meet the needs of an organisation.
• Planning is futuristic in nature, as it looks ahead and determines future course of action.
• Planning involves choice among various alternatives, to select the best possible course of action to achieve the organizational goals.
• Planning is an intellectual activity, as it involves logical and systematic thinking to determine the future course of action.
• Planning lends to efficiency in operation, as it involves careful thinking before doing, which helps to avoid needless action.
Importance of Planning
• Planning makes objectives clear and specific, which ensures focused managerial activities.
• Planning makes activities meaningful, as both employees and managers coordinate and understand the importance of their activities towards the accomplishment of organizational goals.
• Planning reduces the risk of uncertainly by anticipating the future threats and opportunities and by making provisions to meet them in a desired manner.
• Planning facilitates decision-making, as both evaluation and selection of the best course of action are done on the basis of planned targets much in advance to avoid a situation in which hasty and ad hoc decisions have to be made.
• Planning facilitates coordination of various activities within and among the departments for achievement of common goals.
• Planning promotes creativity, as it stimulates planners to be innovative and creative in their approach to perform the present and future business operations.
• Planning provides the basis of control as it furnishes standards against which actual performance is measured.
• Planning leads to efficiency and economy, as the plans indicate clearly how the various tasks have to be done and how resource have to be utilised.
• Planning makes objectives clear and specific, which ensures focused managerial activities.
• Planning makes activities meaningful, as both employees and managers coordinate and understand the importance of their activities towards the accomplishment of organizational goals.
• Planning reduces the risk of uncertainly by anticipating the future threats and opportunities and by making provisions to meet them in a desired manner.
• Planning facilitates decision-making, as both evaluation and selection of the best course of action are done on the basis of planned targets much in advance to avoid a situation in which hasty and ad hoc decisions have to be made.
• Planning facilitates coordination of various activities within and among the departments for achievement of common goals.
• Planning promotes creativity, as it stimulates planners to be innovative and creative in their approach to perform the present and future business operations.
• Planning provides the basis of control as it furnishes standards against which actual performance is measured.
• Planning leads to efficiency and economy, as the plans indicate clearly how the various tasks have to be done and how resource have to be utilised.
Types of Plans
• Goals are the ambition, or future position, which an organisation seeks to realize through its existence and activities.
• Objectives are the ends which managers seek to reach through their managerial functions of planning, organizing, directing and controlling.
• Policies are the general statements that provide the framework for managerial decision-making and action.
• Procedures are the plans that determine the method or chronological sequence in which a particular activity must be performed in an organisation.
• Programmes are a complex of goals, policies, procedures, rules, tasks assignments, steps to be taken, resources to be employed and other elements necessary to carry out a given course of action supported by a budget.
• Rule is a specific and definite statement describing the action to be taken or to be avoided in a given situation.
• Method refers to a well-defined and specific way of performing the jobs of repetitive and routine nature.
• A budget is a statement of forecasted revenue and associated cost of any activity or project.
• Goals are the ambition, or future position, which an organisation seeks to realize through its existence and activities.
• Objectives are the ends which managers seek to reach through their managerial functions of planning, organizing, directing and controlling.
• Policies are the general statements that provide the framework for managerial decision-making and action.
• Procedures are the plans that determine the method or chronological sequence in which a particular activity must be performed in an organisation.
• Programmes are a complex of goals, policies, procedures, rules, tasks assignments, steps to be taken, resources to be employed and other elements necessary to carry out a given course of action supported by a budget.
• Rule is a specific and definite statement describing the action to be taken or to be avoided in a given situation.
• Method refers to a well-defined and specific way of performing the jobs of repetitive and routine nature.
• A budget is a statement of forecasted revenue and associated cost of any activity or project.
NOTES OF BUSINESS STUDIES CBSE CLASS 12 - Principles of Management
NOTES OF BUSINESS STUDIES CBSE CLASS 12
2. Principles of Management
• The principle of stability of tenure of personnel suggests that an employee should not be moved too frequently from one job to another as it takes considerable time to become familiar with the work.
• The principle of initiative states that employees in the organisation should be encouraged to take initiative in their work-related methods, as increased involvement motivates them towards higher efficiency.
• The principle of espirit de corps states that efforts should be made by managers to inculcate the feeling of togetherness and mutual understanding among employees.This will help to develop a healthy work environment.
• Motion study is a technique which involves close observation and analysis of the movements of workers and machines while doing a job in order to eliminate unnecessary movements and derive the best way of doing a job.
• The technique of mental revolution suggests that a complete change in the outlook of workers and managers with respect to each other and their work is necessary for increasing efficiency and productivity. Instead of fighting for the division of profits they should act as a support mechanism for one another.
• Differential piece rate’ method is an incentive bonus plan under which the wages of efficient and inefficient workers are differentiated on the basis of their output for similar work.
SummaryMeaning of Principles of ManagementThe practice of management requires the knowledge of certain guidelines which provide the basis for managerial decision-making and action. These guidelines are known as principles of management.
Nature of Principles of Management
• The principles of management are universal in nature as they are used by managers within organisations of varying size and types.
• They are flexible in nature as they are applied in different situations with modifications.
• They help to bring about desired change in the employees in terms of change in their outlook, efficiency and attitude, necessary to achieve the organizational goals.
• The principles of management determine the cause-and-effect relationships between different factors and thus help managers to foresee the consequences of their actions and decisions.
• The principles of management are evolved on the basis of personal observation and experiences of the experts.
• The scope of application of principles of management may sometimes be limited due to human, physical or structural constraints.
• The principles of management have to be relatively applied in the light of given conditions. Need and Importance of Principles of Management
• The principles of management help to make the managers aware of the various aspects of management. This helps them to deal with the actual situations in a better way.
• They are useful in training old and new managers, as the existence of some theoretical knowledge is necessary to impart education in any field.
• The principles of management facilitate sound administration by clearly indicating the role and responsibilities of managers.
• They serve as a guide to research in management by indicating the areas in which research should be undertaken to make the practice of management more useful.
• The principles of management also lead to optimum utilisation of resources through effective management. Fayol’s Principles of Management
• The principle of division of work suggests that both the operative and managerial work should be sub divided and allocated to a number of persons in an organisation. Division of labour facilitates specialization and efficiency.
• The principle of authority and responsibility suggests that there should be a balance between authority given and responsibility entrusted to a subordinate for doing a particular job.
• The principle of discipline states that both managers and workers should abide by the rules and regulations of the organisation and observe proper code of conduct towards each other and among themselves.
• The principle of unity of command states that in order to avoid conflicts and confusions at the workplace a subordinate should receive orders and be accountable to one and only one superior.
• The principle of unity of direction states that for a group of activities with similar objectives there should be only one plan and one head.
• The principle of subordination of individual interest to general interest states that if the need be the interest of the organisation should be considered and given priority before individual interest.
• The principle of fair remuneration to personnel states that fair and reasonable wages should be paid to workers. Provisions for special allowance should also be made to compensate them regularly for increasing cost of living.
• The principle of centralization and decentralization states that the top-level management is generally centralized and the middle-and lower-level managements may be decentralized.
• The principle of scalar chain suggests that the flow of authority and communication process within an organisation should be regulated by a well-defined chain of command and communication which binds together all people in the organisation from highest to lowest levels.
• The principle of order states that both material order (function of place from availability of materials) and social order (allotment of specific place to each individual in an organisation) should be maintained for smooth functioning of an organisation.
• The principle of equity states that the people at the same level in an organisation should be treated equally.
• The principles of management are universal in nature as they are used by managers within organisations of varying size and types.
• They are flexible in nature as they are applied in different situations with modifications.
• They help to bring about desired change in the employees in terms of change in their outlook, efficiency and attitude, necessary to achieve the organizational goals.
• The principles of management determine the cause-and-effect relationships between different factors and thus help managers to foresee the consequences of their actions and decisions.
• The principles of management are evolved on the basis of personal observation and experiences of the experts.
• The scope of application of principles of management may sometimes be limited due to human, physical or structural constraints.
• The principles of management have to be relatively applied in the light of given conditions. Need and Importance of Principles of Management
• The principles of management help to make the managers aware of the various aspects of management. This helps them to deal with the actual situations in a better way.
• They are useful in training old and new managers, as the existence of some theoretical knowledge is necessary to impart education in any field.
• The principles of management facilitate sound administration by clearly indicating the role and responsibilities of managers.
• They serve as a guide to research in management by indicating the areas in which research should be undertaken to make the practice of management more useful.
• The principles of management also lead to optimum utilisation of resources through effective management. Fayol’s Principles of Management
• The principle of division of work suggests that both the operative and managerial work should be sub divided and allocated to a number of persons in an organisation. Division of labour facilitates specialization and efficiency.
• The principle of authority and responsibility suggests that there should be a balance between authority given and responsibility entrusted to a subordinate for doing a particular job.
• The principle of discipline states that both managers and workers should abide by the rules and regulations of the organisation and observe proper code of conduct towards each other and among themselves.
• The principle of unity of command states that in order to avoid conflicts and confusions at the workplace a subordinate should receive orders and be accountable to one and only one superior.
• The principle of unity of direction states that for a group of activities with similar objectives there should be only one plan and one head.
• The principle of subordination of individual interest to general interest states that if the need be the interest of the organisation should be considered and given priority before individual interest.
• The principle of fair remuneration to personnel states that fair and reasonable wages should be paid to workers. Provisions for special allowance should also be made to compensate them regularly for increasing cost of living.
• The principle of centralization and decentralization states that the top-level management is generally centralized and the middle-and lower-level managements may be decentralized.
• The principle of scalar chain suggests that the flow of authority and communication process within an organisation should be regulated by a well-defined chain of command and communication which binds together all people in the organisation from highest to lowest levels.
• The principle of order states that both material order (function of place from availability of materials) and social order (allotment of specific place to each individual in an organisation) should be maintained for smooth functioning of an organisation.
• The principle of equity states that the people at the same level in an organisation should be treated equally.
• The principle of stability of tenure of personnel suggests that an employee should not be moved too frequently from one job to another as it takes considerable time to become familiar with the work.
• The principle of initiative states that employees in the organisation should be encouraged to take initiative in their work-related methods, as increased involvement motivates them towards higher efficiency.
• The principle of espirit de corps states that efforts should be made by managers to inculcate the feeling of togetherness and mutual understanding among employees.This will help to develop a healthy work environment.
Meaning of Scientific ManagementThe concept of scientific management was introduced by F W Taylor. He advocated that the process of management should have a scientific approach, i.e., the various elements of a task should be scientifically studied in terms of time, motion and fatigue study. The workers should also be selected and trained in a scientific manner. Moreover, the workers should be subject to multiple accountability to increase supervision on them. The method of scientific management was introduced primarily for the workers at operative level/industrial workers.
Principles of Scientific Management
• The principle of science, not rule of thumb, emphasises the use of scientific approach rather than trial and error method for managerial decision-making and action.
• The principle of harmony, not discord, suggests that workers and management should work in harmony and coordination with one another.
• The principle of cooperation, not individualism, advocates that workers should cooperate with one another and work towards the attainment of common goals, i.e., higher productivity.
• The principle of maximum, not restricted, output suggests that both workers and managers should work with utmost efficiency to reach optimum level of output. The principle of separation of planning and operational work indicates that in an organisation the planning function and operational functions should be performed by two different groups of people.
• The principle of maximum prosperity for employees and employesstresses the need for giving due consideration to the prosperity of the employees besides the increasing profits for the employers.
• The principle of development of a science for each element of a man’s work suggests that application of various techniques of scientific management will enable workers to increase their productivity by eliminating the possible wastage of time, effort and resources.
• The principle of scientific selection, training and development of workmen emphasises the need to match the requirements of a job with the skill and competence of worker through scientific procedure of selection and training.
• The principle of close cooperation between workers and management suggests that since both workers and management share a common interest, i.e., higher wages and higher returns through higher productivity, they should work in close cooperation with one another.
• The principle of division of responsibility between management and worker states that the responsibility of planning should be reserved with the managers and workers should be made responsible for execution of plans.
• The principle of science, not rule of thumb, emphasises the use of scientific approach rather than trial and error method for managerial decision-making and action.
• The principle of harmony, not discord, suggests that workers and management should work in harmony and coordination with one another.
• The principle of cooperation, not individualism, advocates that workers should cooperate with one another and work towards the attainment of common goals, i.e., higher productivity.
• The principle of maximum, not restricted, output suggests that both workers and managers should work with utmost efficiency to reach optimum level of output. The principle of separation of planning and operational work indicates that in an organisation the planning function and operational functions should be performed by two different groups of people.
• The principle of maximum prosperity for employees and employesstresses the need for giving due consideration to the prosperity of the employees besides the increasing profits for the employers.
• The principle of development of a science for each element of a man’s work suggests that application of various techniques of scientific management will enable workers to increase their productivity by eliminating the possible wastage of time, effort and resources.
• The principle of scientific selection, training and development of workmen emphasises the need to match the requirements of a job with the skill and competence of worker through scientific procedure of selection and training.
• The principle of close cooperation between workers and management suggests that since both workers and management share a common interest, i.e., higher wages and higher returns through higher productivity, they should work in close cooperation with one another.
• The principle of division of responsibility between management and worker states that the responsibility of planning should be reserved with the managers and workers should be made responsible for execution of plans.
Techniques of Scientific Management
• The technique of functional foremanship is based on the concept of multiple accountability to increase supervision of workers for higher efficiency. Under this technique each worker is supervised by eight bosses. Also planning function is segregated from operational functions.
• Standardization of work relates to strict adherence to input standards in terms of working conditions, raw material, tools and equipment and output standards in terms of size, quality, variety, etc., for adopting scientific management in practice.
• Simplification refers to the process of cutting down the number,variety,design and quality-related specifications of output to cut down superfluous expenditure on time, effort and machines for producing output with varying features and utility.
• Fatigue study relates to determining the amount and frequency of rest required by workers in between work in order to resume work with full potential towards completion of a task.
• Method study is concerned with determining the best procedure for doing a particular job, to ensure optimum efficiency and control unnecessary wastage of resources.
• Time study is the process of studying the time required by a worker of average skill and ability to perform the various elements of a job and to fix a suitable wage rate for it.
• The technique of functional foremanship is based on the concept of multiple accountability to increase supervision of workers for higher efficiency. Under this technique each worker is supervised by eight bosses. Also planning function is segregated from operational functions.
• Standardization of work relates to strict adherence to input standards in terms of working conditions, raw material, tools and equipment and output standards in terms of size, quality, variety, etc., for adopting scientific management in practice.
• Simplification refers to the process of cutting down the number,variety,design and quality-related specifications of output to cut down superfluous expenditure on time, effort and machines for producing output with varying features and utility.
• Fatigue study relates to determining the amount and frequency of rest required by workers in between work in order to resume work with full potential towards completion of a task.
• Method study is concerned with determining the best procedure for doing a particular job, to ensure optimum efficiency and control unnecessary wastage of resources.
• Time study is the process of studying the time required by a worker of average skill and ability to perform the various elements of a job and to fix a suitable wage rate for it.
• Motion study is a technique which involves close observation and analysis of the movements of workers and machines while doing a job in order to eliminate unnecessary movements and derive the best way of doing a job.
• The technique of mental revolution suggests that a complete change in the outlook of workers and managers with respect to each other and their work is necessary for increasing efficiency and productivity. Instead of fighting for the division of profits they should act as a support mechanism for one another.
• Differential piece rate’ method is an incentive bonus plan under which the wages of efficient and inefficient workers are differentiated on the basis of their output for similar work.
BUSINESS STUDIES NOTES CBSE CLASS 12
BUSINESS STUDIES NOTES CBSE CLASS 12
3. Business Environment
Summary
The survival and growth of a business concern greatly depends upon its capacity to adapt to its environment. A business draws all its resources—men, material, money, and machinery—from its environment. It also offers its products and services to its environment. The business environment may be said to consist of all the components that are likely to affect the supply of the business inputs and the demand for the output, i.e., suppliers, customers, government, technological level of economic development, social values, competition, money, market and political stability.The business environment is not considered to be dynamic in nature due to constant changes in its components. Therefore, in order to ensure the smooth running of a business concern it is important that managers constantly review and revise their plans in the light of changing conditions.
Meaning of Business EnvironmentThe term business environment refers to all forces external to a business under which it operates.
Categories of Business environment
• Economic environment consists of monetary policy, fiscal policy, per capita income, level of economic development, etc.
• Non-economic environment consists of social, cultural, political, legal; technological factors.
• Economic environment consists of monetary policy, fiscal policy, per capita income, level of economic development, etc.
• Non-economic environment consists of social, cultural, political, legal; technological factors.
Meaning of Environment Scanning
• Environment scanning refers to the process of study of the business environment by an enterprise to identify forthcoming challenges and opportunities.
• Environment scanning refers to the process of study of the business environment by an enterprise to identify forthcoming challenges and opportunities.
Benefits of Environment Understanding
• First movers advantage.
• Warning signals.
• Sensitization of the management.
• Basis of strategy.
• Source of intellectual stimulation.
• Image building.
• Continuous learning.
• First movers advantage.
• Warning signals.
• Sensitization of the management.
• Basis of strategy.
• Source of intellectual stimulation.
• Image building.
• Continuous learning.
Levels of Business Environment
First level General environment, consisting of economic, social, political, legal and technological factors.
Second level Operating environment, consisting of labour relations, customers, competitors, suppliers and international economy.
Third level Internal environment consisting of organizational aspects, marketing aspects, financial aspects, personnel aspects and production aspects.
Components of the General Environment
• Economic environment It consists of gross national product, corporate profits, inflation rate, per capita income, interest rates, tax rates, etc.
• Social environment It consists of factors like literacy rates, educational levels, customers, beliefs, value, occupation of the people.
• Political environment It consists of the outlook and policies of the ruling political party.
• Legal environment It includes the laws of the country which are likely to affect the working of an enterprise.
• Technological environment It consists of the new technology and techniques for production of products.
• Economic Changes Initiated by the government of India since 1991 New Industrial Policy, New Trade Policy, fiscal reforms, monetary reforms, capital market reforms, reduction in subsidies and removal of price controls.
• Impact of changes in government policy on business and industry Removal of protective environment, threat from MNC, all-round competition, buyer’s market, export orientation, world-class technology, corporate vulnerability, restructuring of organisation.
• Managerial responses to changes in business environment Acquisitions and mergers, diversification, consolidation of multinationals, brand building, innovative distribution and selling techniques, changes in capital structure, customer-oriented approach, enlarged production capacity, technological developments, better labour relations.
Thursday, 25 July 2013
BUSINESS STUDIES NOTES CBSE
1. Nature and
Significance of Management
SummaryIn general terms, ‘management’ is concerned with seeing that the
job gets done. A manager is one who does his work by getting other people to do
theirs. In today’s world of growing size and complexities there is a need for
effective management not only in business enterprises but also in non-profit
enterprises like clubs, hospitals, schools, families, etc. Management may be
good or bad, but it is universal and of great importance.
Meaning of management: - Management is the process of
adopting a systematic and coordinated approach to achieve individual and
organizational goals through efficient use of resources.
Features of Management
•Management is a goal-oriented activity, as all human efforts are directed towards attaining the predetermined goals of an organisation.
•It integrates human and material resources in a productive manner.
•It is a continuous ongoing activity, as it involves constant identification, analysis and solution of management problems.
•It is pervasive in nature, as it exists in all types of and at all levels of organisation.
•It is a group activity, as it involves the coordinated efforts of all the people in an organisation to achieve the objectives of that enterprise.
•It is intangible, as it cannot be seen but its presence or absence is reflected in the day-to-day working and success or failure of an organisation.
•It is considered to bo dynamic in nature as managers need to constantly review and revise techniques,methods and approaches due to the rapidly changing business environment.
•It is considered to be a composite process consisting of several interrelated and interdependent functions to be performed in close coordination.
Objectives of Management
•Management aims at achieving maximum results with minimum effort by following a focused approach.
•It helps to increase the efficiency of factors of production by eliminating duplication of human efforts and wastage of material resources.
•It ensures maximum prosperity for employers and employees by integrating the goals of individuals with the goals of the organisation.
•Management brings about human betterment and social justice, as efficient use of resources leads to the growth of the organisation, its employees, and society at large.
Types of Objectives
•The objectives of management can be categorized as individual, social and organizational objectives.
•Individual objectives are lucrative salary or wages, good growth prospects, peer recognition, personal training and development, etc.
•Social objectives include regular contribution towards society for development, health, labour welfare, price regulation, etc.
•Organizational goals signify market standing, innovation, productivity, profitability, workers performance and attitude, social responsibility, etc.
Importance of Management
•It helps in achieving group goals.
•It helps in optimum utilisation of resources.
•It helps to reduce cost of business operation.
•it facilitates establishment of a sound organisation.
•It helps to maintain equilibrium in a dynamic environment.
•It leads to prosperity of the society.
•It helps to maintain equilibrium by integrating an organisation internally with its employees and externally with its environment.
Dimensions of Management
Management as an activity As an activity, management
refers to work undertaken by managers in the process of management. It includes
informational activities, decisional activities and interpersonal activities.
Management as a process As a process management
includes series of functions, i.e., planning, organizing, staffing, directing
and controlling, undertaken to achieve the objectives of an enterprise.
Management is considered to be a social, integrating and continuous process.
Management as a discipline Management is considered to
be a discipline, as it is a systematized body of knowledge, which can be
imparted to people through instructions and teaching and is gaining
acceptability worldwide.
Management as a group Management as a group may
be looked upon in two ways—(a) all managers taken together and (b) only top
level management.
Nature of Management
Management as a science
Science is a
systematized body of
knowledge pertaining to a specific field of study, and contains general
facts that explain a phenomenon. Science is characterized by certain features such
as the existence of a systematized body of knowledge, use of scientific methods
of observation, principles based on experiments, and universal validity.Management
may be called an inexact science or a social science, as the application or use
of its principles has to be modified according to the given situation. The
degree of inexactness in case of management is quite high, as it deals with the
behaviour of human beings, which is subject to constant changes and cannot be predicted
on the basis of absolute laws and experiments.
Management as an art Art refers to the
application of knowledge and personal skills to achieve the desired results.
The main features of art are existence of theoretical knowledge, personalized
application, and involvement of practice and creativity.Management possesses
all the features of art. It is a full-fledged art, as the application of its
principles depends on the experience and skill of the managers.
Management is both science and art
Effective management is the result of judicious blend of art as well as science.
As a science, management provides principles and theories which form the basis
for management in practice. But the application of these principles in the
light of a given situation is an art and depends greatly on the skill of the managers.
Management as a profession : Profession is concerned
with rendering specialized services. Management as a profession is a systematic
body of knowledge but neither the entry to management courses is restricted nor
is there a universal code of conduct for managers. Thus, management cannot be
considered to be a full-fledged profession; however efforts are being made to
give it the status of profession due to the growing need of professional
management in the complex, competitive and rapidly changing corporate world of
today.
Management and administration Administration means
the overall determination of policies, setting of major objectives,
identification of the general purpose and laying out of broad programmes and
major projects.The terms ‘management’ and ‘administration’ are broadly viewed
in three different ways by different experts in context of usage, (a)
Administration is a part of management, (b) administration is a wider term and
includes management, (c) both the terms are synonymous.
Levels of Management
• Top-level management: The top management in an organisation consists of managers at the highest level in the management hierarchy. This level consists of the board of directors, the chief executive, the chairman, and the department heads.
•Middle-level management: The middle management in an organisation consists of departmental managers such as the sales manager, the purchase manager, the plant manager, the business manager, etc.
•Lower-level management: The lower-level management in an organisation
consists of first-line supervisors. They generally have such designations as
superintendent, section officer, supervisor, foreman, etc.
Functions of management The various functions of
management, which are interrelated and interdependent, are as follows:
•Planning: Planning is deciding in advance what to do, how to do it, when to do it and who is to do it. It bridges the gap between where we are and where we want to go.
•Organizing: Organizing is the process of identifying and grouping the work to be performed, defining and delegating responsibility and authority, and establishing relationships to enable people to work most effectively together in accomplishing objectives.
•Staffing: Staffing may be defined as the managerial function of hiring the appropriate personnel and developing them to fill in various positions in the organisation.
•Directing: Directing as a function of management is concerned with instructing, guiding and inspiring people in the organisation to achieve its objectives.
•Controlling: Controlling is the process through which the management ensures that the actual activities conform to the planned activities.
•Coordination: Coordination as a function of management refers to the task of integrating the activities of separate units of an organisation to achieve the organizational goals efficiently. Coordination is, therefore, the essence of management.
Elements of coordination The three key elements of
coordination are integration, balancing, and timing.
Nature of Coordination
•Coordination is regarded as the essence of management.
•It is a deliberate and conscious effort of the manager to integrate diverse organizational activities.
•It is a continuous and ongoing process.
•It is pervasive in nature.
•It relates to group efforts and not individual efforts.
Need for coordination Coordination is required in
an organisation due to its large size, complex organizational structure,
functional differentiation and specialization.
Friday, 22 March 2013
- 1.Who is called the first law officer of India? a. President b. Chief Justice c. Comptroller and Auditor General d. Attorney General
- 2.How many fundamental rights are available in Indian constitution?
- a. nine b. six c. seven d. five
- 3.Article 32 deals with?
- a. Writs by S.C b. Writs by H.C c. directive principles of State Policy d. none of these
- 4.Is there any age limit for the retirement of President?
- a. yes b. no
- 5.Minimum age for to be the member of Rajya Sabha?
- a. 30 b. 25 c. 35 d. 40
- 6.Number of high courts in India?
- a. 20 b. 23 c. 19 d. none
- 7.Number of schedules in Indian Constitution?
- a. 8 b. 9 c. 10 d. 12
- 8.From which country Parliamentary form of government is taken?
- a. Australia b. U.K c. U.S.A d. Canada
- 9.Directive Principles of State Policies are taken from?
- a. U.K b. U.S.A c. Ireland d. Russia
- 10.Concept of Single citizenship is taken from?
- a. U.K b. U.S.A c. Russia d. Canada
Ans. 1) d 2) b 3) a 4) b 5) a 6) d (21 is correct answer) 7) d 8) b 9) c 10) d
Sunday, 10 March 2013
BODMAS CAREER ACADEMY: Indian History : Important DatesImportant Dates i...
BODMAS CAREER ACADEMY:
Indian History : Important DatesImportant Dates i...: Indian History : Important Dates Important Dates in Indian History BC 3000-1500 Indus Valley Civilisation 576 Birth of Gautam B...
Indian History : Important DatesImportant Dates i...: Indian History : Important Dates Important Dates in Indian History BC 3000-1500 Indus Valley Civilisation 576 Birth of Gautam B...
BODMAS CAREER ACADEMY: General Knowledge Objective Questions1. At which...
BODMAS CAREER ACADEMY:
General Knowledge Objective Questions
1. At which...: General Knowledge Objective Questions 1. At which of the following place was the famous battle of Panipat fought? (A) Kurukshetra (B) S...
General Knowledge Objective Questions
1. At which...: General Knowledge Objective Questions 1. At which of the following place was the famous battle of Panipat fought? (A) Kurukshetra (B) S...
gk important science
|
No.
|
Question
|
Answer
|
|
01
|
The theory of
relativity was propounded by
|
Albert Einstein
|
|
02
|
The principal metal
used in manufacturing steel is
|
Iron
|
|
03
|
An altimeter is used
for measuring
|
Altitude
|
|
04
|
Oology is the study
of
|
Birds eggs
|
|
05
|
Radioactivity was
discovered by
|
Henry Bacquerel
|
|
06
|
The metal used in
storage batteries is
|
Lead
|
|
07
|
The instrument used
to measure the relative humidity of air is
|
Hygrometer
|
|
08
|
Barometer was
invented by
|
Torricelli
|
|
09
|
The unit of power is
|
Watt
|
|
10
|
Radium was
discovered by
|
Marie and Pierrie
Curie
|
|
11
|
The existence of
isotopes was discovered by
|
Frederick Soddy
|
|
12
|
Dynamo was invented
by
|
Michael Faraday
|
|
13
|
The nuclear reactor
was invented by
|
Enrico Ferni
|
|
14
|
The law of
gravitation was propounded by
|
Sir Isaac Newton
|
|
15
|
Crescograph was
invented by
|
J.C.Bose
|
|
16
|
Crescograph is used
to measure the
|
Rate of growth of a
plant
|
|
17
|
Galileo’sfirst scientific discovery was
|
Pendulum
|
|
18
|
Microscope was
invented by
|
Aaton Van Leewen
Hock
|
|
19
|
The scientist who is
known as father of modern biology is
|
Aristotle
|
|
20
|
The first person to
see a cell under microscope was
|
Robert Hooke
|
|
21
|
The smallest
flowering plant is
|
Worffia
|
|
22
|
The four blood
groups were discovered by
|
Karl Landsteiner
|
|
23
|
Sodium was
discovered by
|
Sir Humphry Davy
|
|
24
|
The atomic number of
oxygen is
|
Eight
|
|
25
|
The basic building
blocks of proteins are
|
Amino acids
|
|
26
|
The botanical name
of the cotton plant is
|
Gossipium Hirsutum
|
|
27
|
An Electroscope is
used to
|
Detect charges on a
body
|
|
28
|
The unit of loudness
is
|
Phon
|
|
29
|
An ammeter is used
to measure
|
Electric current
|
|
30
|
Plant that eat
insects are called
|
Insectivorous plants
|
|
31
|
Fruits that are
formed without fertilization are called
|
Parthenocarpic
|
|
32
|
Plants that flower
only once in their lifetime are called
|
Mono carpic
|
|
33
|
The botanical name
for rice is
|
Oryza Sativa
|
|
34
|
Penicillin is
obtained from
|
Mould
|
|
35
|
The largest tree in
the world is
|
Seguoia Gigantica
|
|
36
|
Herpetology is the
study of
|
Reptiles
|
|
37
|
Entomology is the
study of
|
Insects
|
|
38
|
Ornithology is the
study of
|
Birds
|
|
39
|
Ichtyology is the
study of
|
Fishes
|
|
40
|
Osteology is the
study of
|
Bones
|
|
41
|
The botanical name
for brinjal is
|
Solanum melongenal
|
|
42
|
The botanical name
for onion is
|
Allium Cepa
|
|
43
|
The study of sound
is called
|
Acoustics
|
|
44
|
The study of
heavenly bodies is called
|
Astronomy
|
|
45
|
The study of tissues
is called
|
Histology
|
|
46
|
Electric Lamp was
invented by
|
Thomas alva Edison
|
|
47
|
The fear of crowd is
called
|
Ochlophobia
|
|
48
|
The fear of books is
called
|
Bibliophobia
|
|
49
|
The fear of going to
bed is called
|
Clinophobia
|
|
50
|
The symbol of gold
is
|
Au
|
|
51
|
The symbol of sodium
is
|
Na
|
|
52
|
The symbol of Sr
stands for
|
Strontium
|
|
53
|
The symbol Rb stands
for
|
Rubidium
|
|
54
|
The symbol Md stands
for
|
Mendelevium
|
|
55
|
Calcium sulphate is
commonly called
|
Plaster of Paris
|
|
56
|
Sodium carbonate is
commonly called
|
Washing Soda
|
|
57
|
Sodium chloride is
commonly known as
|
Common Salt
|
|
58
|
The chemical name of
Chloroform is
|
Trichloromethane
|
|
59
|
The chemical name of
baking powder is
|
Sodium bicarbonate
|
|
60
|
The chemical name of
bleaching powder is
|
Calcium hypochlorite
|
|
61
|
The formula HCL
stands for
|
Hydrochloric Acid
|
|
62
|
The formula H2SO4
stands for
|
Sulphuric Acid
|
|
63
|
The formula CHCI3
stands for
|
Trichloromethane
|
|
64
|
The formula H2O2
stands for
|
Hydrogen peroxide
|
|
65
|
A fungus which can
only survive on other living organisms is called
|
Obligate Parasite
|
|
66
|
A plant which lives
in the dark is called
|
Scotophyte
|
|
67
|
A plant adapted to
live in dry places is called a
|
Xerophyte
|
|
68
|
A plant adapted for
growth in water is called a
|
Hydrophyte
|
|
69
|
Bifocal lens was
invented by
|
Benjamin Franklin
|
|
70
|
Cement was invented
by
|
Joseph Aspdin
|
|
71
|
Laser was invented by
|
Dr.Charles H.Townes
|
|
72
|
Electromagnet was
invented by
|
William Sturgeon
|
|
73
|
Rayon was invented
by
|
Sir Joseph Swann
|
|
74
|
Thermostat is an
instrument used for regulating
|
Constant temperature
|
|
75
|
The science of
organic forms and structures is known as
|
Morphology
|
|
76
|
Phycology is the
study of
|
Algae
|
|
77
|
Tata Institute of
Fundamental Research was established in
|
1945
|
|
78
|
CSIR stands for
|
Council of
Scientific and Industrial Research
|
|
79
|
ISRO stands for
|
Indian Space
Research Organisation
|
|
80
|
The first human
being to land on moon was
|
Neil Armstrong
|
|
81
|
The first Indian in
space was
|
Rakesh Sharma
|
|
82
|
ISAC stands for
|
ISRO Satellite
Centre
|
|
83
|
VSSC stands for
|
Vikram Sarabhai
space Centre
|
|
84
|
The headquarters of
ISRO is located at
|
Bangalore
|
|
85
|
VSSC is located at
|
Thiruvananthapuram
|
|
86
|
ISAC is located at
|
Bangalore
|
|
87
|
National Science
Centre is located at
|
New Delhi
|
|
88
|
Central Tobacco
Research Institute is located at
|
Rajahmundry
|
|
89
|
Indian Institute of
Horticultural Research is located at
|
Bangalore
|
|
90
|
The Atomic Energy
Commission was set up in
|
August 1948
|
|
91
|
The first IndianSatellite was
|
Aryabhatta
|
|
92
|
The first Indian
Satellite was launched in the year
|
1975
|
|
93
|
ASLV stands for
|
Augmented Satellite
Launch Vehicle
|
|
94
|
INSAT stands for
|
Indian National
Satellite
|
|
95
|
The fear of women is
known as
|
Gynophobia
|
|
96
|
The fear of men is
known as
|
Androphobia
|
|
97
|
The scientist who
developed the Quantum theory was
|
Max Plonck
|
|
98
|
The steam engine was
invented by
|
James Watt
|
|
99
|
The botanical name
of tea is
|
Camellia Sinensis
|
|
100
|
Logarithms were
devised by
|
John Napier
|
|
101
|
The acid used in a
car battery is
|
Sulphuric acid
|
|
102
|
The system for
writing by blind people was invented by
|
Louis Braille
|
|
103
|
The parachute was
used for the first time by
|
J.P.Blanchard
|
|
104
|
The German physicit
who first demonstrated the existence of Radio waves was
|
Henrich Hertz
|
|
105
|
The instrument that
records the intensity of earthquakes is
|
Seismograph
|
|
106
|
The laws of floating
bodies was discovered by
|
Archimedes
|
|
107
|
The density of milk
is measured by a
|
Lactometer
|
|
108
|
Fountain pen was
invented by
|
L.E.Waterman
|
|
109
|
The instrument used
to measure the pressure of gases is the
|
Monometer
|
|
110
|
Bhaskara I was a
famous
|
Astronomer
|
|
111
|
The first atomic
power station established in India was the
|
Tarapore Atomic
Power Station
|
|
112
|
The role of heredity
was demonstrated by
|
Mendel
|
|
113
|
The instrument used
to measure the concentration of salt water is the
|
Salinometer
|
|
114
|
Spectroscopy is the
study of
|
Anders John Angstrom
|
|
115
|
Dactylography is the
study of
|
Finger Prints
|
|
116
|
A tangent
galvanometer is used to study the
|
Strength of direct
current
|
|
117
|
The fruit of Oak is
called
|
Acron
|
|
118
|
ZETA stands for
|
Zero Energy
Thermonuclear Assembly
|
|
119
|
The formula C6H5OH
stands for
|
Phenol
|
|
120
|
Michael Faraday
worked as an assistant under another scientist whose name was
|
Sir Humphry Davy
|
|
121
|
Vulcanised rubber
was invented by
|
Charles Goodyear
|
|
122
|
The symbol Zn stands
for
|
Zinc
|
|
123
|
The symbol He stands
for
|
Helium
|
|
124
|
Celluloid was
invented by
|
A.Parker
|
|
125
|
Glider was invented
by
|
Sir George Caley
|
|
126
|
Safety matches was
invented by
|
J.E.Lundstrom
|
|
127
|
Radio valve was
invented by
|
Sir J.A.Fleming
|
|
128
|
Space Applications
Centre is located at
|
Ahmedabad
|
|
129
|
Atomic Energy
Commission is located at
|
Mumbai
|
|
130
|
Dynamics is the
study of
|
Movements of bodies
|
|
131
|
Statics is the study
of
|
Forces acting on
bodies at rest
|
|
132
|
Mechanics is the
study of
|
Forces acting on
bodies
|
|
133
|
Zoology is the study
of
|
Animal life
|
|
134
|
Botany is the study
of
|
Plant life
|
|
135
|
Psychology is the
study of
|
Human mind
|
|
136
|
The first American
to orbit earth was
|
John H.Glen
|
|
137
|
The
electro-cardiograph was invented by
|
William Einthoven
|
|
138
|
The molecular
formula of cane sugar is
|
C12H22O11
|
|
139
|
A compound which
contains only hydrogen and Carbon is called a
|
Hydrocarbon
|
|
140
|
The liquid used to
preserve specimens of plans and animals is
|
Formalin
|
|
141
|
The law of
segregaton was propounded by
|
Mendel
|
|
142
|
Auriscope is used to
detect
|
Ear disorders
|
|
143
|
The three states of
matter are
|
Solid,liquid and gas
|
|
144
|
The scientific name
for blood platelets is
|
Thrombocytes
|
|
145
|
The response of a
plant to heat is called
|
Thermotropism
|
|
146
|
The response of a
plant to touch is called
|
Trigmotropism
|
|
147
|
The symbol Zr stands
for
|
Zirconium
|
|
148
|
Nickel was
discovered by
|
Cronstledt
|
|
149
|
Manganese was
discovered by
|
Gahn
|
|
150
|
The common name for
pottasium carbonate is
|
Potash
|
|
151
|
Bismuth was
discovered by
|
Valentine
|
|
152
|
The biggest plant
seed is
|
Cocodemer
|
|
153
|
Toxicology is the
study of
|
Poisons
|
|
154
|
Virology is the
study of
|
Viruses
|
|
155
|
Paleontology is the
study of
|
Fossils
|
|
156
|
Calorimeter is used
to measure
|
Quantity of heat
|
|
157
|
Chronometer was
invented by
|
John Harrison
|
|
158
|
Stethoscope was
invented by
|
William Stockes
|
|
159
|
Spinning frame was
invented by
|
Sir Richard
Arkwright
|
|
160
|
Al stands for
|
Aluminium
|
|
161
|
Gd stands for
|
Gadolinium
|
|
162
|
Ir stands for
|
Iridium
|
|
163
|
Bi stands for
|
Bismuth
|
|
164
|
The Chemical formula
of sodium bicarbonate is
|
NaHCO3
|
|
165
|
The chemical formula
of common salt is
|
Nacl
|
|
166
|
The chemical formula
of washing soda is
|
Na2CO3,IOH2O
|
|
167
|
The chemical formula
of lime soda is
|
CaCO3
|
|
168
|
The chemical formula
of chloroform is
|
CHcl3
|
|
169
|
The study of grasses
is known as
|
Agrostology
|
|
170
|
The study of
antiquities is known as
|
Archaeology
|
|
171
|
The study of the
duration of life is known as
|
Chronobiology
|
|
172
|
The study of
bacteria is known as
|
Bacteriology
|
|
173
|
Nylon was invented
by
|
Dr.Wallace
H.Carothers
|
|
174
|
Electric razor was
invented by
|
Jacob Schick
|
|
175
|
The symbol of silver
is
|
Ag
|
|
176
|
The symbol of
silicon is
|
Si
|
|
177
|
The symbol of
titanium is
|
Ti
|
|
178
|
Calcium oxide is
commonly known as
|
Quick lime
|
|
179
|
A deviation of light
passing from one medium to another is known as
|
Refraction
|
|
180
|
An apparatus for
generation of atomic energy is called a
|
Reactor
|
|
181
|
A machine used for
converting mechanical energy into electrical energy is called a
|
Generator
|
|
182
|
The first Indian
woman in space was
|
Kalpana Chawla
|
|
183
|
The revolver was
invented by
|
Samuel Colt
|
|
184
|
The refrigerator was
invented by
|
J.Perkins
|
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