Class12 BusinessStudies1 Unit01 NCERT TextBook EnglishEdition

7/29/2019 Class12 BusinessStudies1 Unit01 NCERT TextBook EnglishEdition

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After studying thischapter, you shouldbe able to:

n Describe thecharacteristics ofmanagement andits importance inan organisation;

n Explain the natureof managementas an art, scienceand profession;

n Explain thefunctions ofmanagement; and

n Appreciatethe nature andimportance ofcoordination.

NATURE AND SIGNIFICANCE

OF MANAGEMENT

L E A R N I N G

O B J E C T I V E SAt a time when India had a total of 250 computers, Shiv Nadarled a young team which passionately believed in the growthof the indigenous IT industry. That vision in 1976, born out of

a Delhi barsaati, has resulted three decades later in creating aUS $ 3.5 billion global enterprise. HCL is today a leader in theIT industry, employing 41,000 professionals and having a globalpresence in 16 countries spanning locations in the US, Europe,

Japan, ASEAN and the Pacific Rim. HCLs business today spansIT hardware manufacturing and distribution, system integration,

technology and software services, business process outsourcing,and infrastructure management. HCL Enterprises is a leader in

global technology and IT services.HCLs basic plan of developing an indigenous microcomputer

bore fruit in 1978 at the same time as Apple and three yearsbefore IBM. This was considered by many industry observersas the birth of the Indian computer industry. Under the abledirection of its founding fathers it commenced global operationsin the US in 1988. Shiv Nadars risk-taking ability is legendaryand he has often made daring forays based on his conviction of

the future. At a time when hardware was the name of the game,Nadar foresaw the huge potential in the area of IT education andlearning from which NIIT was born. Yet again when softwaredevelopment was still in the nascent stages, Shiv Nadar took

the lead and today HCL is a force to reckon with in the globalmarkets. The organisation structure of HCL Enterprises consistsof two listed companies in India HCL Technologies and HCLInfosystems.

Shiv Nadar, Chairman and CEO, attributes the success ofthe group to its management team and their entrepreneurialspirit, which together have enabled it to handle rapid changesin environments and technologies, and to transform threatsinto opportunities. Fundamental to the process has been thedevelopment of new paradigms for the unprecedented situations

into which the group ventures. These include guidelines fororganisation restructuring, market creation, technology leveraging

1Management at HCLManagement at HCL CHAPTER


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and business up-scaling. Like any other business enterprise profits areimportant for the survival and growth of HCL as an enterprise.

At HCL the management believes that a satisfied employee createsa satisfied customer, who in turn creates profits that lead to satisfiedshareholders.

HCL has a strong sense of social responsibility. It has set upeducational institutions in the fields of management, engineering andcomputer education, in which one-third of the students are girls.

According to Shiv Nadar, the future belongs to the global enterprise which

is able to transform itself according to the challenges of global economy.

Source: www.hcl.in

IntroductIonThe above case is an example ofa successful organisation whichis amongst the top companies inIndia. It has risen to the top becauseof i ts quality of management.Management is required in all kinds

of organisations whether they aremanufacturing computers or hand-looms, trading in consumer goodsor providing hairstyling services andeven in non-business organisations.Let us take another example.

Suhasini is the branch managerof Fabmart, an organisation thatpromotes the sales of Indian

handloom and handicraft productswhile providing equitable employmentto traditional artisans. Fabmartsources its products from over 7500craft persons and artisans acrossIndia. Planning the products is adifficult task that is done by a teamof marketing and design experts toensure that whatever is produced is

according to market demand. Theseplans are then communicated by

Suhasini to the rural artisans whoactually implement them.

Fabmart is a private limitedcompany with several branches allover the country. It has a complexorganisation structure in whichactual production is in the hands of

several skilled artisans and marketingis done by staff at branches such asthe one managed by Suhasini. Thismeans constantly providing directionand motivation to her employees. Shealso has to ensure that productionis carried out according to plans inorder to ensure regular sales.

A typical day in Suhasinis life

consists of a series of interrelatedand continuous functions. She hasto plan a special festive collectionfor Diwali and Christmas. Thismeans organising more funds andrecruiting more artisans. She alsohas to regularly communicate withher suppliers to ensure that deadlinesregarding delivery of goods are met.

In the course of the day she meetscustomers for a general feedback


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Nature and Significance of Management

and any suggestions that theymay have.

Suhasini is the manager ofFabmart. So is Nusli Wadia of BombayDyeing, Bill Gates of Microsoft, ShivNadar of HCL Enterprises, IndraNooyi of Pepsico and the Principalof your school. They all manageorganisations. Schools, hospitals,

shops and large corporations are allorganisations with diverse goals thatare aimed at achieving something.No matter what the organisation is or

what its goals might be, they all havesomething in common managementand managers.

You have observed that Suhasiniswork as a manager consists ofa series of different activities orfunctions aimed at achieving thegoals of the organisation. Theseinterconnected and interdependentfunctions are part of management.Successful organisations do notachieve their goals by chance but

by following a deliberate processcalled management.

Management is essential for allorganisations big or small, profit ornon-profit, services or manufacturing.Management is necessary so thatindividuals make their best contri-

bution towards group objectives.Management consists of a series

of interrelated functions that areperformed by all managers. Shiv

Nadar, the CEO of HCL Enterprisesperforms all these functions and sodoes Suhasini at Fabmart. Later inthis chapter you will understand thatalthough both of them are managers,they function at different levels inthe organisation. The time spent

by managers in different functionshowever is different. Managers at thetop level spend more time in planningand organising than managers atlower levels of the organisation.

conceptManagement is a very popular termand has been used extensively forall types of activities and mainly fortaking charge of different activities in

Definitions of Management

Management is the process of designing and maintaining an environment in whichindividuals, working together in groups, efficiently accomplish selected aims.

Harold Koontz and Heinz WeihrichManagement is defined as t he process of planning, organising, actuating and controlling

an organisations operations in order to achieve coordination of the human and materialresources essential in the effective and efficient attainment of objectives.

Robert L. Trewelly and M. Gene NewportManagement is the process of working with and through others to effectively achieve

organisational objectives by efficiently using limited resources in the changing environment.Kreitner

Definitions of Management


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any enterprise. As you have seen fromthe above example and case studythat management is an activity whichis necessary wherever there is a groupof people working in an organisation.People in organisations are performingdiverse tasks but they are all workingtowards the same goal. Managementaims at guiding their efforts towardsachieving a common objective agoal. Thus, management has to seethat tasks are completed and goalsare achieved (i.e., effectiveness) withthe least amount of resources at aminimum cost (i.e., efficiency).

Management, has therefore, beendefined as a process of getting thingsdone with the aim of achieving goalseffectively and efficiently. We need

to analyse this definition. Thereare certain terms which requireelaboration. These are (a) process, (b)effectively, and (c) efficiently.

Process in the definition means theprimary functions or activities thatmanagement performs to get thingsdone. These functions are planning,organising, staffing, directing and

controlling which we will discuss laterin the chapter and the book.

Being effective or doing workeffectively basically means finishingthe given task. Effectiveness inmanagement is concerned with doingthe right task, completing activitiesand achieving goals. In other words, itis concerned with the end result.

But it is not enough to just completethe tasks. There is another aspect

also, i.e., being efficient or as we saydoing work efficiently.

Efficiency means doing the taskcorrectly and with minimum cost.

There is a kind of cost-benefitanalysis involved and the relationship

between inputs and outputs. Ifby using less resources (i.e., theinputs) more benefits are derived(i.e., the outputs) then efficiency hasincreased. Efficiency is also increased

when for the same benefit or outputs,fewer resources are used and lesscosts are incurred. Input resourcesare money, materials, equipment andpersons required to do a particulartask. Obviously, management isconcerned with the efficient useof these resources, because they

reduce costs and ultimately lead tohigher profits.

Effectiveness versusEfficiency

These two terms are different but theyare interrelated. For management,it is important to be both effectiveand efficient. Effectiveness and

efficiency are two sides of the samecoin. But these two aspects needto be balanced and managementat times, has to compromise withefficiency. For example, it is easierto be effective and ignore efficiencyi.e., complete the given task but at ahigh cost. Suppose, a companys targetproduction is 5000 units in a year. To

achieve this target the manager has tooperate on double shifts due to power


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Nature and Significance of Management 5

failure most of the time. The manageris able to produce 5000 units but at ahigher production cost. In this case,the manager was effective but not soefficient, since for the same output,more inputs (labour cost, electricitycosts) were used.

At times, a business may con-centrate more on producing goods

with fewer resources i.e., cuttingdown cost but not achieving thetarget production. Consequently, thegoods do not reach the market andhence the demand for them declinesand competitors enter the market.

This is a case of being efficient butnot effective since the goods did notreach the market.

Therefore, it is important for

management to achieve goals(effectiveness) with minimumresources i.e., as efficiently as possible

while maintaining a balance betweeneffectiveness and efficiency. Usuallyhigh efficiency is associated withhigh effectiveness which is the aim ofall managers. But undue emphasison high efficiency without being

effective is also not desirable. Poormanagement is due to both ineffi-ciency and ineffectiveness.

characterIstIcsof

ManageMentAfter going through some of thedefinitions we find some elementsthat may be called the basic

characteristics of management:

(i) Management is a goal-orientedprocess: An organisation has aset of basic goals which are the

basic reason for its existence.These should be simple andclearly stated. Different organ-isations have different goals. Forexample, the goal of a retail storemay be to increase sales, but thegoal of The Spastics Society ofIndia is to impart education tochildren with special needs.Management unites the effortsof different individuals in theorganisation towards achievingthese goals.

(ii) Management is all pervasive:The activities involved in managingan enterprise are common to allorganisations whether economic,social or political. A petrol pumpneeds to be managed as muchas a hospital or a school. Whatmanagers do in India, the USA,Germany or Japan is the same.How they do it may be quitedifferent. This difference is dueto the differences in culture,

tradition and history.(iii) Management is multidimen-

sional: Management is a complexactivity that has three maindimensions. These are:(a) Management of work: All

organisations exist for theperformance of some work. Ina factory, a product is

manufactured, in a garment


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Jack Welch was appointed CEO of GE in 1981. At that time the firm had a marketcapitalisation of $13 billion. In 2000 when he stepped down the firms turnover hadincreased multifold to $500 billion. What was the secret of Welchs success? He has laiddown the following pointers for managers to be successful:n Create a vision and then ignite your organisation to make this vision a reality.

Get people so passionate about what they are doing that they cannot wait to executethis plan. Have great energy, competitive spirit and the ability to spark excitement andachieve results. Search for leaders who have the same qualities.

n Focus on strategic issues. Your job is to understand the vital issues within each of yourbusinesses. Recognise the talent needed to win in those markets.

n Focus on the main issue . Your job is to see the big picture. Dont manage every detail.Dont get caught up in the minute details, but instead inspire others to execute someof your vision. Surround yourself with great people and trust them to do their job andcontribute their best to the organisation.

n Involve everyone and welcome great ideas from everywhere. Anyone can be aleader, just so long as they contribute, and the most meaningful way for anyone tocontribute is to come up with a good idea. Business is all about getting the best ideasfrom everyone. New ideas are the lifeblood of the organisation, the fuel that makes itrun. The hero is the person with a new idea. There is simply nothing more important

to an organisation than expressing ideas and creating a vision.n

Lead by example. To spark others to perform, you must lead by example. Jack Welchsmastery of the four Es of leadership Energy, Energise, Edge, and Execution wasalways in evidence. He had great energy, sparked others, had incredible competitivespirit, and had a record of execution that was second to none. This is a key of the

Welch phenomenon. Had he been lacking in any of the traits he espoused, he wouldnot have commanded such acclaim.

store a customers need issatisfied and in a hospital a

patient is treated. Managementtranslates this work in termsof goals to be achieved andassigns the means to achieveit. This is done in terms ofproblems to be solved,decisions to be made, plans to

be established, budgets to beprepared, responsibilities to

be assigned and authority tobe delegated.

(b) Management of people: Humanresources or people are an

organisations greatest asset.Despite all developments intechnology getting work donethrough people is still a majortask for the manager. Managingpeople has two dimensions(i) it implies dealing withemployees as individuals withdiverse needs and behavior;

(ii) it also means dealing withindividuals as a group of people.

The Management Mantra from GEThe Management Mantra from GE

Source: www.ge.co.in


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The task of management is tomake people work towardsachieving the organisationsgoals, by making their strengthseffective and their weaknessesirrelevant.

(c) Management of operations: Nomatter what the organisation,it has some basic product or

service to provide in order tosurvive. This requires a prod-uction process which entailsthe flow of input material andthe technology for transfor-ming this input into the desiredoutput for consumption. This

is interlinked with both themanagement of work and themanagement of people.

(iv) Management is a continuousprocess: The process of manage-ment is a series of continuous,composite, but separate functions(planning, organising, directing,staffing and controlling). These

functions are simultaneouslyperformed by all managers all thetime. You may have observed thatSuhasini at Fabmart performsseveral different tasks in a singleday. Some days she may spendmore time in planning a future

Together Everyone

Achieves More as

a TEAM


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gement should enable all itsmembers to grow and develop asneeds and opportunities change.

(vi) Management is a dynamicfunction: Management is adynamic function and has toadapt itself to the changingenvironment. An organisationinteracts with its external envi-

ronment which consists ofvarious social, economic andpolitical factors. In order to besuccessful, an organisation mustchange itself and its goalsaccording to the needs of theenvironment. You probably knowthat McDonalds, the fast food

exhibition and on another dayshe may spend time in sortingout an employees problem. Thetask of a manager consists of anongoing series of functions.

(v) Management is a group activity:An organisation is a collection ofdiverse individuals with differentneeds. Every member of the group

has a different purpose for joiningthe organisation but as membersof the organisation they worktowards fulfilling the commonorganisational goal. This requiresteam work and coordination ofindividual effort in a commondirection. At the same time mana-

Management

a multidimensional activity


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giant made major changes in itsmenu to be able to survive in theIndian market.

(vii) Management is an intangibleforce: Management is an intangi-

ble force that cannot be seen butits presence can be felt in the

way the organisation functions.The effect of management is

noticeable in an organisationwhere targets are met according toplans, employees are happy andsatisfied, and there is orderlinessinstead of chaos.

objectIvesofManageMent

Management seeks to achievecertain objectives which are thedesired result of any activity. They

must be derived from the basic purposeof the business. In any organisationthere are different objectives andmanagement has to achieve allobjectives in an effective and efficientmanner. Objectives can be classifiedinto organisational objectives, socialobjectives and personal or individualobjectives.

(i) Organisational Objectives:Management is responsible forsetting and achieving objectivesfor the organisation. It has toachieve a variety of objectives inall areas considering the interestof all stakeholders including,shareholders, employees, cust-omers and the government. The

main objective of any organisationshould be to utilise human

and material resources to themaximum possible advantage,i.e., to fulfill the economicobjectives of a business. Theseare survival, profit and growth.Survival: The basic objectivesof any business is survival.Management must strive to ensurethe survival of the organisation. In

order to survive, an organisationmust earn enough revenues tocover costs.Profit: Mere survival is not enoughfor business. Management hasto ensure that the organisationmakes a profit. Profit provides a

vital incentive for the continuedsuccessful operation of theenterprise. Profit is essential forcovering costs and risks of the

business.Growth: A business needs to addto its prospects in the long run,for this it is important for the

business to grow. To remain inthe industry, management mustexploit fully the growth potentialof the organisation. Growth of

a business can be measured interms of sales volume increasein the number of employees,the number of products or theincrease in capital investment,etc. There can be other indicatorsof growth.

(ii) Social objectives: It involvesthe creation of benefit for

society. As a part of society,every organisation whether it is


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business or non-business, hasa social obligation to fulfill. Thisrefers to consistently creatingeconomic value for variousconstituents of society. Thisincludes using environmentalfriendly methods of production,giving employment opportunitiesto the disadvantaged sections

of society and providing basic

A quiet digital revolution is reshaping the lives of farmers in remote Indian villages.In these villages, farmers grow soyabeans, wheat and coffee in small plots of land,as they have done for thousands of years. A typical village has no reliable electricityand has antiquated telephone lines. The farmers are largely illiterate and have neverseen a computer. But farmers in these villages are conducting e-business through aninitiative called E-Choupal, created by ITC, one of Indias largest consumer productand agribusiness companies.

ITCs E-Chaupal initiative is a fine example of a business organisation fulfillingcorporate social responsibility. The basic aim of the programme is to providefarmers in rural India with the opportunity to make use of a direct marketingchannel eliminating multiple intermediation and wasteful handling and unnecessary

transaction costs. It is the single-largest information technology-based interventionby a corporate entity in rural India, transforming the Indian farmer into a progressiveknowledge-seeking citizen, enriching him with knowledge and elevating him to anew order of empowerment.

E-Choupal delivers real-time information and customised knowledge to improvethe farmers decision-making ability, thereby better aligning farm output to marketdemands; securing better quality, productivity and improved price discovery. Given

the low levels of literacy in the rural sector, the role of the Choupal Sanchalak, thelead farmer of the village, in facilitating physical interface between the computer

terminal and the farmers is central to the project. E-Choupal Smart Cards enablefarmer identification to provide customised information on the E-Choupal website.Online transactions are captured to reward farmers for volume and value of usage.

The E-Chaupal initiative has found its way into the Harvard Business School as aleading case study illustarating the use of modern technology by a leading businesshouse for the benefit of the rural poor.

Source: Mohanbir Sawhney, McCormick Tribune Professor of

Technology, Kellogg School of Management, USA.

amenities like schools andcrches to employees. The boxgiven below illustrates how acompany can fulfill its socialresponsibility.

(iii) Personal objectives: Organi-sations are made up of people

who have different personalities,backgrounds, experiences and

objectives. They all become partITC Empowering Rural IndiaITC Empowering Rural India


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of the organisation to satisfytheir diverse needs. These varyfrom financial needs such ascompetitive salaries and perks,social needs such as peerrecognition and higher levelneeds such as personal growthand development. Managementhas to reconcile personal goals

with organisational objectives forharmony in the organisation.

IMportanceofManageMentHaving understood that managementis a universal activity that is integralto any organisation we now examinesome of the reasons that have mademanagement so important:(i) Management helps in achieving

group goals: Managementis required not for itself butfor achieving the goals of theorganisation. The task of a manageris to give a common direction to theindividual effort in achieving theoverall goal of the organisation.

(ii) Management increases effici-ency: The aim of a manager is

to reduce costs and increaseproductivity through betterplanning, organising, directing,staffing and controlling theactivities of the organisation.

(iii) Management creates a dynamicorganisation: All organisationshave to function in an environment

which is constantly changing. It

is generally seen that individualsin an organisation resist change

as it often means moving from afamiliar, secure environment intoa newer and more challengingone. Management helps peopleadapt to these changes so that theorganisation is able to maintainits competitive edge.

(iv) Management helps in achievingpersonal objectives: A manager

motivates and leads his team insuch a manner that individualmembers are able to achievepersonal goals while contributingto the overall organisationalobjective. Through motivation andleadership the management helpsindividuals to develop team spirit,cooperation and commitment togroup success.

(v) Management helps in thedevelopment of society:An orga-nisation has multiple objectivesto serve the purpose of thedifferent groups that constitute it.In the process of fulfilling allthese, management helps in thedevelopment of the organisationand through that it helps in the

development of society. It helps toprovide good quality productsand services, creates employmentopportunities, adopts new techno-logy for the greater good of thepeople and leads the path towardsgrowth and development.

natureofManageMent

Management is as old as civilisation.Although modern organisations are


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of recent origin, organised activity hasexisted since the time of the ancientcivilisations. In fact, organisationsmay be considered the distinguishingfeature that separated civilised societyfrom uncivilised ones. The earliestmanagement practices were a set ofrules and regulations that grew outof the experiences of governmental

and commercial activities. Thedevelopment of trade and commercegradually led to the development ofmanagement principles and practices.

The term management today hasseveral different connotations thathighlight the different aspects of itsnature. The study of management hasevolved over a period of time along

with the modern organisations; basedboth on the experience and practiceof managers and a set of theoreticalrelationships. Over a period of time,it has grown into a dynamic subject

with its own special characteristics.However, one question that needsto be addressed pertaining to thenature of management is whetherit is a science or an art or both?

In order to answer this let usexamine the features of both scienceand art to see how far managementfulfills them.

ManageMentasan art

What is art? Art is the skillful andpersonal application of existingknowledge to achieve desired results.

It can be acquired through study,observation and experience. Since

art is concerned with personalapplication of knowledge some kindof ingenuity and creativity is requiredto practice the basic principles learnt.

The basic features of an art areas follows:

(i) Existence of theoreticalknowledge: Art presupposes theexistence of certain theoretical

knowledge. Experts in theirrespective areas have derivedcertain basic principles which areapplicable to a particular form ofart. For example, literature ondancing, public speaking, actingor music is widely recognised.

(ii) Personalised application: Theuse of this basic knowledge variesfrom individual to individual.

Art, therefore, is a very person-alised concept. For example, twodancers, two speakers, two actors,or two writers will always differ indemonstrating their art.

(iii) Based on practice andcreativity: All art is practical.

Art involves the creative practiceof existing theoretical knowledge.

We know that all music is basedon seven basic notes. However,

what makes the composition ofa musician unique or differentis his use of these notes in acreative manner that is entirelyhis own interpretation.

Management can be said to be an artsince it satisfies the following criteria:

(i) A successful manager practicesthe art of management in the


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day-to-day job of managingan enterprise based on study,observation and experience. Thereis a lot of literature available in

various areas of management likemarketing, finance and humanresources which the manager hasto specialise in. There is existenceof theoretical knowledge.

(ii) There are various theories ofmanagement, as propoundedby many management thinkers,which prescribe certain universalprinciples. A manager appliesthese scientific methods and bodyof knowledge to a given situation,an issue or a problem, in his ownunique manner. A good manager

works through a combination ofpractice, creativity, imagination,initiative and innovation. Amanager achieves perfectionafter long practice. Students ofmanagement also apply theseprinciples differently dependingon how creative they are.

(iii) A manager applies this acquiredknowledge in a personalised

and skillful manner in the lightof the realities of a given situation.He is involved in the activities ofthe organisation, studies criticalsituations and formulates hisown theories for use in a givensituation. This gives rise todifferent styles of management

The best managers are committed

and dedicated individuals; highlytrained and educated, with personal

qualities such as ambition, self-motivation, creativity and imagination,a desire for development of the selfand the organisation they belong to.

All management practices are basedon the same set of principles; whatdistinguishes a successful managerfrom a less successful one is theability to put these principles into

practice.

ManageMentasascIenceScience is a systematised body ofknowledge that explains certaingeneral truths or the operation ofgeneral laws. The basic features ofscience are as follows:(i) Systematised body of knowledge:

Science is a systematic bodyof knowledge. Its principles are

based on a cause and effectrelationship. For example, thephenomenon of an apple fallingfrom a tree towards the ground isexplained by the law of gravity.

(ii) Principles based on experimen-tation: Scientific principles arefirst developed through observation

and then tested through repeatedexperimentation under controlledconditions.

(iii) Universal validity: Scientificprinciples have universal validityand application.

Based on the above features, wecan say that management has somecharacteristics of science.

(i) Management has a systematisedbody of knowledge. It has its


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Anthropology Anthropology is the study of societies, which helps us learnabout human beings and their activities. Anthropologists work on cultures andenvironments, for instance, has helped managers to better understand differencesin fundamental values, attitudes, and behavior between people in differentcountries and within different organisations.Economics Economics is concerned with the allocation and distribution ofscarce resources. It provides us with an understanding of the changing economyas well as the role of competition and free markets in a global context. Anunderstanding of free trade and protectionist policies is absolutely essential to any

manager operating in the global marketplace, and these topics are addressed byeconomists.Philosophy Philosophy courses inquire into the nature of things, particularly

values and ethics. Ethics are standards that govern human conduct. These ethicshave shaped todays organisations by providing a basis for legitimate authority,linking rewards to performance, and justifying the existence of business and thecorporate form.Political Science Political science is the study of the behavior of individuals and

groups within a political environment. Management is affected by a nations formof government by whether it allows its citizens to hold property, by its citizens

ability to engage in and enforce contracts, and by the appeal mechanisms availableto redress grievances. A nations stand on property, contracts, and justice, in turn,shapes the type, form, and policies of its organisations.Psychology Psychology is the science that seeks to measure, explain, andsometimes change the behaviour of humans and other animals. Todays managersconfront both a diverse customer base and a diverse set of employees. Psychologistsefforts to understand gender and cultural diversity provide managers with a betterperception of the needs of their changing customer and employee populations.Psychology courses are also relevant to managers in terms of gaining a betterunderstanding of motivation, leadership, trust, employee selection, performanceappraisals, and training techniques.Sociology Sociology is the study of people in relation to their fellow humanbeings. What are some of the sociological issues that have relevance to managers?Here are a few. How are societal changes such as globalisation, increasingcultural diversity, changing gender roles, and varying forms of family life affectingorganisational practices? What are the implications of schooling practices andeducation trends on future employees skills and abilities? Answers to questionssuch as these have a major effect on how managers operate their businesses.

Source: Fundamentals of Management

Stephen P. Robbins

David A. DeCenzo

Some Interesting Cross-disciplinary PerspectivesSome Interesting Cross-disciplinary Perspectives


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own theory and principles thathave developed over a periodof time, but it also draws onother disciplines such asEconomics, Sociology, Psychologyand Mathematics. Like all otherorganised activity, managementhas its own vocabulary of termsand concepts. For example, all

of us discuss sports like cricketand soccer using a commonvocabulary. The players alsouse these terms to communicate

with each other. Similarlymanagers need to communicate

with one another with the helpof a common vocabulary for a

better understanding of theirwork situation.

(ii) The principles of managementhave evolved over a periodof time based on repeatedexperimentation and observationin different types of organisations.However, since managementdeals with human beings andhuman behaviour, the outcomesof these experiments are not

capable of being accuratelypredicted or replicated.

Therefore, management canbe called an inexact science.Despite these limitations,management scholars have beenable to identify general principlesof management. For example,scientific management principles

by F.W. Taylor and FunctionalManagement principles by Henri

Fayol which you will study in thenext chapter.

(iii) Since the principles of mana-gement are not as exact asthe principles of science,their application and use isnot universal. They have to

be modified according to agiven situation. However, they

provide managers with certainstandardised techniques thatcan be used in differentsituations. These principlesare also used for training anddevelopment of managers.

You must have understood from theforegoing discussion that manage-ment has features of both art andscience. The practice of managementis an art. However, managers can

work better if their practice is based onthe principles of management. Theseprinciples constitute the science ofmanagement. Management as anart and a science are therefore notmutually exclusive, but complementeach other.

ManageMentasaprofessIonYou have understood so far thatall forms of organised activity needto be managed. You would alsohave observed that organisationslook for individuals with specificqualifications and experience tomanage them. It has also beenobserved that there has been an

increase in the corporate form ofbusiness on the one hand and


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increasing emphasis on managedbusiness concerns. Does this implythat management is a profession? Toanswer this question let us examinethe salient features of a professionand see whether managementsatisfies them.

A profession has the followingcharacteristics:

(i)Well-defined body of know-ledge: All professions are based ona well-defined body of knowledgethat can be acquired throughinstruction.

(ii) Restricted entry: The entry toa profession is restrictedthrough an examination orthrough acquiring an educationaldegree. For example, to becomea chartered accountant inIndia a candidate has to clear aspecified examination conducted

by the Institute of CharteredAccountants of India.

(iii) Professional association: Allprofessions are affiliated to aprofessional association whichregulates entry, grants certificate

of practice and formulates andenforces a code of conduct. To beable to practice in India lawyershave to become members of theBar Council which regulates andcontrols their activities.

(iv) Ethical code of conduct: Allprofessions are bound by a codeof conduct which guides the

behaviour of its members. Alldoctors, for example, take the

oath of ethical practice at thetime they enter the profession.

(v) Service motive:The basic motiveof a profession is to serve theirclients interests by renderingdedicated and committed service.

The task of a lawyer is to ensurethat his client gets justice.

Management does not meet the

exact criteria of a profession. However,it does have some of the features of aprofession:

(i) All over the world there ismarked growth in managementas a discipline. It is basedon a systematic body ofknowledge comprising well-defined principles based on a

variety of business situations.This knowledge can be acquiredat different colleges and professionalinstitutes and through a numberof books and journals. Thesubject of management is taughtat different institutions. Someof these have been set up withthe specific purpose of providingmanagement education such

as the Indian Institutes ofManagement (IIMs) in India.Entry to different institutes isusually through an examination.

(ii) There is no restriction on anyonebeing designated or appointedas manager in any businessenterprise. Anyone can becalled a manager irrespective of

the educational qualificationspossessed.


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Unlike professions such asmedicine or law which requirea practicing doctor or lawyer topossess valid degrees, nowherein the world is it mandatoryfor a manager to possess anysuch specific degree. Butprofessional knowledge andtraining is considered to be a

desirable qualification, sincethere is greater demand for thosewho possess degrees or diplomasfrom reputed institutions.

Therefore, as such the secondcriterion has not been strictly met.

(iii) There are several associationsof practising managers inIndia, like the AIMA (All IndiaManagement Association) thathas laid down a code of conductto regulate the activities of theirmembers. There is, however,no compulsion for managersto be members of such anassociation nor does it have anystatutory backing.

(iv) The basic purpose of manage-ment is to help the organisation

achieve its stated goal. This maybe profit maximisation for abusiness enterprise and servicefor a hospital. However, profitmaximisation as the objectiveof management does not holdtrue and is fast changing.

Therefore, if an organisationhas a good management team

that is efficient and effective itautomatically serves society by

providing good quality productsat reasonable prices.

LeveLsofManageMentShiv Nadar and Suhasini are bothmanagers of an enterprise. Shiv Nadaris the CEO of HCL and Suhasini is a

branch manager at Fabmart. Theymanage their enterprise at differentlevels. Management is a universal termused for certain functions performed

by individuals in an enterprise whoare bound together in a hierarchy ofrelationships. Every individual in thehierarchy is responsible for successfulcompletion of a particular task. To beable to fulfill that responsibility he isassigned a certain amount of authorityor the right to take a decision. This

authority-responsibility relationshipbinds individuals as superiors andsubordinates and gives rise to differentlevels in an organisation. Generallyspeaking there are three levels in thehierarchy of an organisation.

(i)Top Management: They consistsof the senior-most executives ofthe organisation by whatever

name they are called. Theyare usually referred to as thechairman, the chief executiveofficer, chief operating officer,president and vice-president.

Top management is a teamconsisting of managers fromdifferent functional levels. Their

basic task is to integrate diverse

elements and coordinate theactivities of different departments


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according to the overall objectivesof the organisation. These toplevel managers are responsiblefor the welfare and survival ofthe organisation. They analysethe business environment andits implications for the survivalof the firm. They formulateoverall organisational goals and

strategies for their achievement.They are responsible for all theactivities of the business and forits impact on society. The jobof the top manager is complexand stressful, demanding longhours and commitment to theorganisation.

(ii) Middle Management: is thelink between top and lower level

managers. They are subordinateto top managers and superiorto the first line managers. Theyare usually known as divisionheads, operations manager orplant superintendent. Middlemanagement is responsible forimplementing and controllingplans and strategies developed

by top management. At thesame time they are responsiblefor all the activities of first linemanagers. Their main task is tocarry out the plans formulated

by the top managers. For this theyneed to: (i) interpret the policiesframed by top management,(ii) ensure that their departmenthas the necessary personnel,

You dont learn managementfrom books alone...


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ManagerialLevels

TOPMANAGEMENT

OPERATIONALMANAGEMENT

MIDDLE

MANAGEMENT

(iii) assign necessary dutiesand responsibilities to them,(iv) motivate them to achieve desiredobjectives, and (v) co-operate withother departments for smoothfunctioning of the organisation.

At the same time they areresponsible for all the activitiesof first line managers.

(iii) Supervisory or OperationalManagement: Foremen andsupervisors comprise the lowerlevel in the hierarchy of theorganisation. Supervisors directlyoversee the efforts of the workforce.

Their authority and responsibility

is limited according to the plansdrawn by the top management.Supervisory management playsa very important role in theorganisation since they interact

with the actual work force and passon instructions of the middlemanagement to the workers.

Through their efforts quality ofoutput is maintained, wastageof materials is minimised andsafety standards are maintained.

The quality of workmanship andthe quantity of output dependson the hard work, discipline andloyalty of the workers.


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functIonsofManageMentManagement is described as theprocess of planning, organising,directing and controlling the efforts oforganisational members and of usingorganisational resources to achievespecific goals.

Planning is the function ofdetermining in advance what is to

be done and who is to do it. Thisimplies setting goals in advanceand developing a way of achievingthem efficiently and effectively. InSuhasinis organisation the objectiveis procurement and sale of traditionalIndian handloom and handicraftitems. They sell fabrics, furnishings,readymades and household itemsmade out of traditional Indian fabrics.Suhasini has to decide quantities,

variety, colour and texture of all theabove and then allocate resourcesfor their purchase from differentsuppliers or for their inhousedevelopment. Planning cannot preventproblems, but it can predict them andprepare contingency plans to deal

with them if and when they occur.

Organising is the managementfunction of assigning duties, groupingtasks, establishing authority andallocating resources required to carryout a specific plan. Once a specificplan has been established for theaccomplishment of an organisationalgoal, the organising function examinesthe activities and resources required

to implement the plan. It determineswhat activities and resources are

required. It decides who will do aparticular task, where it will be done,and when it will be done. Organisinginvolves the grouping of the requiredtasks into manageable departments or

work units and the establishment ofauthority and reporting relationships

within the organisational hierarchy.Proper organisational techniques

help in the accomplishment of workand promote both the efficiency ofoperations and the effectiveness ofresults. Different kinds of businessrequire different structures accordingto the nature of work. You will readmore about this in a later chapter.Staffingsimply stated, is finding theright people for the right job. A veryimportant aspect of management isto make sure that the right people

with the right qualifications areavailable at the right places andtimes to accomplish the goals of theorganisation. This is also known asthe human resource function and itinvolves activities such as recruitment,selection, placement and training ofpersonnel. Infosys Technologies which

develops software needs systemsanalysts and programmers, whereasFabmart needs a team of designersand craftspeople.

Directing involves leading, influ-encing and motivating employeesto perform the tasks assigned tothem. This requires establishingan atmosphere that encourages

employees to do their best. Motivationand leadership are two key


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components of direction. Motivatingworkers means simply creating anenvironment that makes them wantto work. Leadership is influencingothers to do what the leader wantsthem to do. A good manager directsthrough praise and criticism insuch a way that it brings out the

best in the employee. Suhasinis

design team developed some printsfor bedcovers in bright colours onsilk. Although they looked veryimpressive, the use of silk madethe product too expensive for theaverage customer. Praising theireffort, Suhasini suggested that theykeep the silk bedcovers for specialoccasions like Diwali and Christmasand offer the cotton bedcovers on aregular basis.Controlling is the managementfunction of monitoring organisationalperformance towards the attainmentof organisational goals. The taskof controlling involves establishingstandards of performance, measuringcurrent performance, comparingthis with established standards and

taking corrective action where anydeviation is found. Here managementmust determine what activities andoutputs are critical to success, howand where they can be measuredand who should have the authorityto take corrective action. WhenSuhasini discovered that her teamof designers had produced bedcovers

that were more expensive than theyhad planned to sell, she decided to

change the fabric to keep costs incheck.

The various functions of a managerare usually discussed in the ordergiven above, suggesting that amanager first plans, then organises,puts staff in position, then directs, andfinally controls. In reality, managersare rarely able to carry out these

functions in isolation. The activitiesof a manager are interrelated and itis often difficult to pinpoint whereone ended and the other began.

coordInatIon the

essenceofManageMent

You have understood by now thata manager has to perform fiveinterrelated functions in the processof managing an organisation whichis a system made up of differentinterlinked and interdependentsubsystems. A manager has to linkthese diverse groups towards theachievement of a common goal.

The process by which a managersynchronises the activities ofdifferent departments is known as

coordination.Coordination is the force that

binds all the other functions ofmanagement. It is the commonthread that runs through all activitiessuch as purchase, production, sales,and finance to ensure continuityin the working of the organisation.Coordination is sometimes

considered a separate function ofmanagement. It is however, the


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essence of management, for achievingharmony among individual effortstowards the accomplishment of groupgoals. Each managerial function isan exercise contributing individuallyto coordination. Coordination isimplicit and inherent in all functionsof an organisation.

The process of coordinating the

activities of an organisation beginsat the planning stage itself. Topmanagement plans for the entireorganisation. According to theseplans the organisational structure

is developed and staffed. In order toensure that these plans are executedaccording to plans directing isrequired. Any discrepancies betweenactual and realised activities arethen taken care of at the stage ofcontrolling. It is through the processof coordination that a managerensures the orderly arrangement of

individual and group efforts to ensureunity of action in the realisation ofcommon objectives. Coordinationtherefore involves synchronisationof the different actions or efforts of

In the absence of

coordination what

results is chaos


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the various units of an organisation.This provides the requisite amount,quality, timing and sequence ofefforts which ensures that plannedobjectives are achieved with aminimum of conflict.

natureofcoordInatIon

The definitions given abovehighlight the following features ofcoordination:

(i) Coordination integrates groupefforts: Coordination unifiesunrelated or diverse interests intopurposeful work activity. It givesa common focus to group effortto ensure that performance is as

it was planned and scheduled.(ii) Coordination ensures unity

of action: The purpose ofcoordination is to secure unityof action in the realisation ofa common purpose. It actsas the binding force betweendepartments and ensures thatall action is aimed at achieving

the goals of the organisation.You have observed that at

Fabmart, the production andsales department have tocoordinate their work, so thatproduction takes place accordingto the demand in the market.

(iii) Coordination is a continuousprocess: Coordination is nota one-time function but a

continuous process. It begins atthe planning stage and continuestill controlling. Suhasini plansher winter collection in the monthof June itself. She has to thenensure that there is adequate

workforce and continuouslymonitor whether production isproceeding according to plans.

Her marketing department alsohas to be briefed in time toprepare their promotional andadvertising campaigns.

(iv) Coordination is an all pervasivefunction:Coordination is requiredat all levels of management dueto the interdependent nature ofactivities of various departments.

It integrates the efforts of differentdepartments and different levels.

Coordination is balancing and keeping together the team by ensuring suitable allocation oftasks to the various members and seeing that the tasks are performed with harmony amongthe members themselves. E.F.L. Brech

Coordination is the process whereby an executive develops an orderly pattern ofgroup efforts among his subordinates and secures unity of action in the pursuit of commonpurpose. McFarland

Coordination is the orderly synchronising of efforts of subordinates to provide properamount, timing and quality of execution so that their united efforts lead to the statedobjectives, namely, the common purpose of the enterprise. Theo Haimann

Definitions of CoordinationDefinitions of Coordination


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The purchase, production andsales departmental efforts haveto be coordinated by Suhasini forachieving organisational objectivesharmoniously. The purchasedepartment is responsible forprocuring fabric. This then

becomes the basis of the activitiesof the production department

and finally sales can take place. Iffabric purchased is of an inferiorquality or is not according to thespecifications of the productiondepartment, further sales willalso decline. In the absence of

coordination there is overlappingand chaos instead of harmonyand integration of activities.

(v) Coordination is the responsibi-lity of all managers: Coordi-nation is the function of everymanager in the organisation. Toplevel managers need to coordinate

with their subordinates to ensure

that the overall policies for theorganisation are duly carriedout. Middle level managementcoordinates with both the toplevel and first line managers.Operational level management

The Dabbawallas of Mumbai is the story of a SIX SIGMA business enterprise. The successof the business lies in the complex yet well coordinated exercise that is carried out on the

streets of Mumbai day after day. What is the secret behind the efficiency with which theirbusiness is conducted?

The story of the dabbawallas begins in the kitchens of Mumbai. After they step out of theirdoor, someone begins the time-consuming process of preparing the worker a fresh, home-cooked lunch. What happens next for demonstrates the coordination of the dabbawallassystem. The first dabbawalla picks up the tiffin from home and takes it to the nearest railwaystation.The second dabbawalla sorts out the dabbas at the railway station according todestination and puts them in the luggage carriage. The third one travels with the dabbas to

the railway stations nearest to the destinations. The fourth one picks up dabbas from therailway station and drops them off at the offices.

By mid-morning, thousands of dabbawallas are bicycling through the streets of Mumbai,ensuring a hot home cooked lunch for their customers. The whole tiffin distribution requiresnegligible technology. The dabbawallas rely on low capital and use cycles, wooden carriagesand local trains to achieve their target.There are several groups that work independently andnetwork with each other to achieve their goal.

Each area is divided into several small distribution sectors and each sector is handled bya particular person. This person understands the address in that locality very well. Also, thisperfection comes with practice. Many new employees work for months under the guidanceof their seniors.

Punctuality and time management are on top of the agenda for dabbawallas. Whatever be

the circumstances, the dabbawallas never get delayed even by a few minutes.

DABBAWALLAS Excellence through CoordinationDABBAWALLAS Excellence through Coordination


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Rajat Lal is the director of a firm that develops software solutions for the travel industry ona global level. He represents a US software services firm that outsources project work toits delivery partners in Gurgaon, the software hub of North India. It develops software forcompanies in the technology, transportation and leisure sectors, across the world. Rajat is

the interface between his global clients and his domestic technical team. That makes his jobmore challenging than that of a manager who functions in a totally domestic environment.This is what Rajat has to say about the challenges of his job: In the capacity of the country manager the global manager has to deal with

establishing his companys legal and business presence in the form of a local office orbusiness partner, contacting and negotiating with clients, with legal bodies including lawyersand immigration authorities since the services involve having technical staff from India

to be based in USA/Europe, as also with local companies offering recruitment services.Another key role he plays is establishing a sense of comfort in potential clients by stressingon the positive effects of cross-cultural and multi-cultural opportunities that outsourcingand global delivery entail, while addressing any concerns out of these.

In the capacity of the functional manager the global manager has to ensure heis able to source the right technical skills, build a strong resource base of these skills,and be able to deliver on software projects with these skill-sets working in a globalised

The Challenge of Being a Global ManagerThe Challenge of Being a Global Manager

coordinates the activities of itsworkers to ensure that workproceeds according to plans.

(vi) Coordination is a deliberatefunction: A manager hasto coordinate the efforts ofdifferent people in a consciousand deliberate manner. Even

where members of a department

willingly cooperate and work,coordination gives a direction tothat willing spirit. Cooperationin the absence of coordinationmay lead to wasted effort andcoordination without cooperationmay lead to dissatisfactionamong employees.

Coordination, therefore, is not aseparate function of management,

but its very essence. For anorganisation to effectively and

efficiently achieve its objectivescoordination is required. Like athread in a garland, coordination is apart of all management functions.

ManageMentInthe

twenty-fIrst century

Even as you read this chapter, the

organisation and its managementare changing. As boundaries betweencultures and nations get blurredand new communication technologymakes it possible to think of the

world as a global village, the scopeof international and interculturalrelationships is rapidly expanding.

The modern organisation is a globalorganisation that has to be managedin a global perspective. What doesthis imply?


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work environment in terms of multiple time-zones, understanding of clients priorities basedon the business cycles that the clients business operates in, understanding and adapting to

the processes and methodologies the client is familiar with. Finally this function also includescustomer expectation management, where the functional manager has to coordinateactivities in India and in USA/Europe according to the customers priorities, communicate

what is possible and what is not possible, and accordingly also manage the expectations andsatisfaction levels of his own employees.

In the capacity of the business leader the global manager has to be alive to changingbusiness situations and customer priorities he has to keep track of the trends in outsourcing and have the ability to envision upcoming opportunities as well as potential risks. For example,having a firm grip on the changing legislations on outsourcing is critical for a business manager

to understand if his current clients are going to continue giving him business. The globalmanager also needs to be extremely responsive in what customers may perceive as gapsbetween the operating environment in India vis--vis their own countries. He has to position

the advantages that outsourcing to India offers in terms of lowered costs and access to awide talent-base, while expertly addressing concerns on weak areas like infrastructure inIndia.What do all these mean for a global manager today?To summarise, a global manager today is one who possesses what can be termed as hard

types of skills as well as softer types of skills. Managers who understand analysis, strategy,engineering, and technology are still going to be needed, but extremely critical to global successare people who understand how teams work, how organisations work, how people are

motivated.A manager who really understands different cultures should be able to work in a WestEuropean, non-English speaking country, then move to a developing country like Malaysia orKenya, and then be transferred to an office based in New York, USA, and be almost immediatelyproductive in all three places.

It can thus be understood that the role of a global manager has evolved in much the sameway that the global industry and economy have evolved. It has changed from being a singledimensional role in a defined business context, to being a multi-faceted role that calls for adiverse combination of technical skills, soft management and people skills, and the ability toimbibe and learn different cultural experiences.

Key Terms

Management Process Efficiency Effectiveness Art

Science Profession Planning Organising Staffing

Directing Controlling Coordination

Source: Harvard Business School, Working Knowledge


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ConceptManagement is the process of planning, organising, staffing,directing and controlling the enterprise resources efficiently andeffectively for achieving the goals of the organisation. Effectivenessin management is concerned with doing the right task, completingactivities and achieving goals. Efficiency means doing the taskcorrectly and with minimum cost.Characteristics

The key features of management are: (i) goal oriented process

(ii) all pervasive (iii) multidimensional (iv) continuous process(v) group activity (vi) dynamic function (vii) tangible force.ObjectivesManagement fulfills three basic objectives: organisational, socialand personal.ImportanceManagement is important because it helps in achieving group goals,increases efficiency, creates a dynamic organisation, helps achievepersonal objectives and contributes to the development of society.Nature

Management is a combination of an organised body of knowledge(science) and its skillful application (art). Although it does notsatisfy all the requirements of a profession, it is to a large extentprofessional in character.LevelsManagement is considered a three-tier activity. The top managementfocuses on determination of objectives and policies, middlemanagement attempts to achieve these objectives through the effortof other managers and supervisory or operational managementdirectly oversees the efforts of the workforce.

FunctionsAll managers perform the following interrelated functions: Planning,Organising, Staffing, Directing and Controlling.CoordinationCoordination is the essence of management. It is the process ofachieving unity of action among interdependent activities anddepartments of an organisation.

Exercises

Short Answer Type

1. Define management.. Name any two important characteristics of management.

Summary


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. Ritu is the manager of the northern division of a large corporatehouse. At what level does she work in the organisation? Whatare her basic functions?

. Why is management considered a multi-faceted concept?

5. Discuss the basic features of management as a profession.

Long Answer Type

1. Management is considered to be both an art and science.Explain.

. Do you think management has the characteristics of a full

fledged profession?. Coordination is the essence of management. Do you agree?

Give reasons.

. A successful enterprise has to achieve its goals effectivelyand efficiently. Explain.

5. Management is a series of continuous interrelated functions.Comment.

Multiple Choice

1. Which is not a function of management of the following

(a) planning(b) staffing(c) cooperating(d) controlling

. management is(a) an art(b) a science(c) both art and science(d) neither

. the following is not an objective of management(a) earning profits(b) growth of the organisation(c) providing employment(d) policy making

. policy formulation is the function of(a) top level managers(b) middle level managers(c) operational management(d) all of the above

5. coordination is(a) function of management


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(b) the essence of management(c) an objective of management(d) none of the above

1. Company X is facing a lot of problems these days. Itmanufactures white goods like washing machines, microwaveovens, refrigerators and air conditioners. The companysmargins are under pressure and the profits and market

share are declining. The production department blamesmarketing for not meeting sales targets and marketingblames production department for producing goods, whichare not of good quality meeting customers expectations. Thefinance department blames both production and marketingfor declining return on investment and bad marketing.

What quality of management do you think the company islacking? Explain briefly. What steps should the companymanagement take to bring the company back on track?

. A company wants to modify its existing product in the market

due to decreasing sales. You can imagine any product aboutwhich you are familiar. What decisions/steps should eachlevel of management take to give effect to this decision?

. A firm plans in advance and has a sound organisationstructure with efficient supervisory staff and control system.On several occasion it finds that plans are not being adheredto. It leads to confusion and duplication of work. Adviseremedy.

These activities are meant to reinforce concepts and to make thelearning joyful. They also aim to give pupils simulated experiences of

the managerial activities relevant to their level of understanding.

Make groups of 5 students each according to the size of class. Letthem run a garment manufacturing company. Assign the followingtasks to each group.

(i) Let group A identify the activities that take place in thecompany.

(ii) Let group B classify these activities into managerial andnon-managerial activities.

Activity 1

Case Problems


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(iii) Let group C identify the planning activities.

(iv) Let group D identify the organising activities.

(v) Let group E identify the staffing activities.

(vi) Let group F identify the directing activities.

(vii) Let group G identify the controlling activities.

(viii) Let group H identify the coordinating activities.The teacher can then summarise these activities and derive

appropriate conclusions. The above activity can be done for any

sector such as software export house, or an auto company. Theteacher should do some preparation in finding out the actualactivities with the help of Internet and printed material relevant tothe sector which is selected. The students can also be involved inthe searching exercise by the teacher.

This activity involves classifying the activities identified inactivity 1 into those taking place at higher management level,middle management level and lower management level. Accordingly

groups A, B and C can be formed for the three levels. If the teacherso desires she/he can form more groups. Then the findings of thegroups can be summarised by the teacher.

Note: The teacher can organise a panel discussion for both theseactivities where the group leaders can give their findings and thestudents of the class can ask questions which can be answered bythe panel members with the help of the teacher.It should be noted that no expertise is required for the students.

This exercise is just to give the feel to the students of the real lifework environment and relate it to what they have learnt.

Activity 2

Documents

Class12 BusinessStudies1 Unit01 NCERT TextBook EnglishEdition