Cerrar) IMPORTANCE Concept of Staffing ani planning and temployees. In other words, ‘management is concerned with obtaining, ttilising and maintaining a satisfactory and satisfied workforce. ~~ Staffing is the managerial function of filling and keeping filled positions in the organisation structure. In_a new enterprise, the staffing function ing and organising functions. a tobe done, how itis tobe done and after creation of the organisation ‘Structure, the management isin 2 position to Know the fuman resource requirements of the “enterprise at diferent Tevels, Once the number ‘and types of personnel needed in the Organisation is determined, management starts ‘with the activities relating to reruiting, selecting {and training people, fulfil he requirements of theenterprise In an existing enterprise, staffing is a continuous process because new jobs may be “created and some ofthe existing employees may Teave the organisation. People can help to take a bu: >; the wrong people can breal and grt: Proper sinuous survival and eowth Staffing as a Part of Human Resource Management (HRM) 2, Analysing obs and collecting information aboutbsto prepareob descriptions. 3 Developing compensation and incentive plas. 4. Training and development of employees forelicient performance and carer growth. 5, Maintaining labour relations and union management relations. 6. Handling grievances and complaints 7, Providing for social security and welfare of employees. Defending the company in lw suits and ving legal complications. en rr‘lationship with peop fora purpose planning. organising. direc and controling Se woos 8 dant anteater of the releredo ath inex wells actaf {evaneentaltanctonolthemanager sel tnadvinoy role layed by te Human Resour ‘Bepartment ‘intr wing ono EUR mane MOKA Shon ei: Ta ornate tnnagunar as ted ng (vio by man remurce manage | Name, the function, of manaerent tat Mogae te meportnce he oy ge oson cpap anna thoy docs ning lp 10 snare ter ferecmncrtempe “tenon 2946) ‘Mhwrtandgrostnor ecm “cose 201 7 den sng ep ee ‘5 How does sang help to improve Jo ‘Str andmorentnpye Ee 4 Estimating Manpower Requirements means understanding hw many persons are ASIST mor mnt type ts ec! ‘Rui inthe organisation tft varus} Positions crested. while designing. the Srgentona sructre ‘Understanding the manpower requiements Corkowd. Analysis: It would enable a statment of the numer and types of human "Workforce Analysis I ara eet a cd or op crcapant™ "he" designe —Gasiecnsiecsaayserce ane | {erpoeilcmployecr king omens seats Sass nso Ney ut pete eal res ay 6 eed + RSS ea stein of rman wr, ‘water gry: The company has = facie or the eave, Thor SoS ees See ame Searecsss serene ee a dems tne teu ok ou So eT ee Fess em gen me Serene eas Cea ' Cage eae SET chen oh fronton reer rt orn Anteswr ypesofseectontests section Pre would — 3 mgr en Tr NN SF Make deter and ee Mee 4 suns cts oe a itomplesettorelstingascoaterhe) fey ee tte ey wae +3. Selection (3 a at he anton she (Aptitude fests Ais measure of an Mpa Sa iit de ‘Sowing the bes peso of RUMBET OE ges the seleteem and prestige of “nce the person's capt to develop Such quate Cece quent oa Sr ceueeae oes ead corey bene Tceacgonlinislsposrstoumeacce Sten ratte pes ag “Towards the purpose. the canduate: are cyopne with white thingsare done inthe score. Example: dss for selecting a computer emen = “MMF MAKE eto an ne al eee 1 athlon _ Semi NSr ise nie dns ein electon Pry FE Pay os ve gl MM, Mee nn ee 1 Select the proces of chosing fom srg ‘clues to a person's emotions, his/her reations, 0 Sarna He cae oma me ra dt a aust wr sae cen on recep Ticpecoomenegt Senior cae nape Pea iii nivateyen:Ihine in enacts from the screening of the applications. It may Sorte atuepeien. Tale Yoder eousral personality: Hence. these are dticul and thateltheimmervewee opera deen Ses acre eee eee oes fides an implement Esaole wal ir Tap ae etme, SSE es pe pel a OE wae, ogee ‘sion EES proce fs he nother arog deco inves geen tt fn dl He Sepeomane pal od ecandiate The Tecan (Gi) Trade st These et meat the exiting (profesional Lnowiedge and protien “fie ndviul (ample: se orseetings ~Wreptone nukes wickares teen ‘exputeroperstor) “employers. own perone. teicher and Awl arant seston procestof pret invcventhe felling tps ia A Sine’ caer Ce Se Peon of lehing ieemston ant iting adel ‘eee been stad et adda] "itomatonaboutte appar iene tome enresthe pores] 5 Slaton decison Te final scan ee iesdon ha tbe mn fsa among he 4 Reference and background checks Many smployers request nates, addresses and ‘Shien nie psf sie and 0) est toteerettotan toon GRIMS he ps tron Shepatemetimertorinatetapanm,Ntene ks The vs of he ceed aa ee SERA Faget general cena Aces) ‘elton fecas thes whos responsible ntepetaennceetienew employe {6 Medi eraminatin: Ato he weston eesti: _dscidn and Sor he obtler # moe. he Me Murty the Hann Resource Manse Jt “andte ue 10 -unersD 2 rele ‘od espa ie eore Hetau appt mses pene Taplin cane forte henpital Since patients ne Dp Ningdene tater tbemedal examination of ren pen be mets 1 ee eae aicton ae Seat ly tao ng Se a pn pbs ese apa hate 1 rat atelier eaten eal he pesos horde oboe nina snag: Pein wh apern Been intact rome aaa ‘Culied or eee ee ‘omneethrequenens ted which he/she must epaton dy, ‘Hiormaton sip nasal the 2. Selection tests: Selection tests measure cose 2017) 4:88 Fappaive uate ven reason ie or Sigman Suni aman ms pies mig pesmay eo te a ‘andes whofe pldfrthe acto, ~~8, Contact of employment, te te ob ser ost ud anh ite onployer sn cantare sh A Manel seroma ethos arent = Guerra 1 Placementand Orientation Theemployei ven aie rsetaton about tecompany and troduced hs sper ‘tonite ard the caleagues. He then oundthewortpaceand vend charge pStack hte eens Placement fers othe employee oxupsing the psc pnt for which he abe has ee sete ‘Orientation reso inrcing the sled employe ober employers and faring inher wit the rake and poles of the ngs 5. Trainingand Development “ening refers to the process By which the tied sls and abs of employers 10 SE eines TY S00 Dy amt cor ro se ee Ne date, ri ata Soetoro ‘reform spect arelnceaed Kiba procss Ericaring new sks and. application of howiedge, attempts to improve. their feformane onthe caren obo peepare them Eran ended ob. Development refers to the learning opportunites dened talp employees grow Wirclostraing no ‘Sommers mdb anc nd verde osbviciersu tec faunas ‘Siig dan soe res aoe an ‘Spetinonenre totes 1 Meningie arcs ening rowed ni 2 Unsoeet ‘owe bee onan fo Tig Onwlomntaaprectiaregaagrov twentieth ests do eb ator crenllpoutetheensbye ‘moro nga emgoye onsets ep cmperneamengemecett ‘etendineneheretsnre | oto Pr nega tempos dustin Ceeprent ongoing ces ait ees 6. performance Appraisal We me hg So eine aa eearereme rem aiied oto. eee 3 ea bs a ee a i remo. Nag oe ren ee A GET emer Saleen Premed ese a Ee ee ae paler eae Sy telcans pr 6. Compensation Conpraton reo al fom of yay Sreregrcteleccnpie nase etiam, Ines ns Benita pymento ae 1 tne wogesend nary aid Sedat nero (Permit pas wages ry re pacing opt wo brat pede (ander paymemsvctony p> velar oven ice Tacs whichinlece he digo vine 1) Lata abouras) (0 Teste (Ey "Sagem ate ou fc = Schering eects Saas Seager ae ig 1 iy atc oe se migess gms Spree: eatesgetoee ieee Rent meme Sota comramansmte "5 1 EE tates ead iene Te ee oath neg eee ey ‘Sore eer oe ed eer a er Soong omer ca emaiear ance Pestetaned andar The print Spam pce seg ferme pee Spgs Pees Satig te aren a prom ‘erento ea 2 Sma ew bo mt Se eee opines td Slain hee sper eye is te poate "eect he roe of hosing om snag be a oe prospec ‘Sree ge rete ona te redo the weed lp tae emplorees afandarsg ‘eth eras and pcre nist Flmeman sce t eee oar te pre er po wich te person fs Bes eke the ee eed 1: (sachin (Quid peop teeta eet ‘Sinica pean 2. Ghee meaning See ae tein pene atin (cose 2011) 3. Mis esteem seeing {Lumet pet sceton etch are at 2 Nites Ta sass TEXT y Subs Dey ERE a —— 0 sees Internal Sources of Recruitment Intra sources refer tinting candates eom tite organi ‘The two important internal sources of recent are dees 1. Tamar It involves siting of an employee ffom_one job fo. another, one arte t another‘ fom one sit 1 other, without a sbstntal charge in the ‘Sores and slats of Ue employee It tay lead to changes In dies and reponse bites, working condition ete, But not econo. Teaser is a good source of filling the cance with employes from overstated partments is pacally a odizanal rmuuamentoenployesshortage of sulable Frond one branch maybe fled UNough sttertom ther anchor depart. ‘SN Set pea ce at Soot External Sources of Recruitment xe source refer tinting candidates tom toute the crgariation, Important extra oaces of realmente Alec tela 1 Campus recruitment: It refers to recriiment from educational sittons ‘Cleges ond ites of sagement and “cology Rave Become & popular saute of Fecrutment for tec, profesional, ad _anageris jobs. Many big organisations ‘maintain 2 close nk with the iver, ‘eatin schol and management ites ‘erutguaifed personel rvs 2 1 Managment constant nd placement {etciee Managment constant hap te tytn tet tp sof moni prerl Tey case dleetand percent pees entoaiacr ena of personnal < ‘stags comin ae a Rites a eae ‘ice cane og le icin oie ei cress cpansyg ea ‘tery eugene extant gt Se Square eerste Epes aes Sehrgpiny tas ey Soups path pe ee Sopot mung te coe aio faethe mk eae Serpents tle See es bes vl | hives wpe, fa andra rnd juoeyntemteaticte Romaed seen cto een neeree fiple teen ae ‘eet abo gg oransor gn ‘el ene pes cir ngenl ieee phe Sah jouw be Spe at Teele te Mow an st he a Rien Nace get he se a gee na os oateoee- nog become rt Drain ay eign erste cin te enh spear ind any tne ge meses ye wi ricer ft eT ce papa anced il he Sone at ats the prem ofthe egaration 1 opt inthe fice A com gee Sprateddatamdscntin dence SISA NT eve wil ng Theta erie wwe STAI. any mas of ah ssa era roar antes ‘hed Sherbanee gue ds ot Fig ae stor source bs wage etre nmi a eeeoees T commendtions of employees: Nan rants rep toons SDisme or tvs ad ends fr ree Sh apa a Hy be pn tees th Chou Sein state fr iting sl Scot brown A of nis ecient here ais fwerk ester Sang ik place because fhe prs oe Spumets tn So he company a He Labor cources Latur constr Sanaa wold torts) bah (wtatate castes coyioyert ef he "wos peblelig ret fs bromine © gant)" maa hoe contac’ thorny sree se dy There stoaensn payment of commit Sean eis spc ese ee Brovde the rues sumter of ured esa! wwingermation about boob. ‘Ade T meet Inenpenane a dena vee a ct Mhengtheraancee —— “Seckers and job providers, g. www.naukri com, oeharesomee Turon eucer wing rene oot nemo wth eset int eee dc acters acon eng wo SCSI ewes tere woe see ms poprion athe emp ie men soc mcm ey thew ate ay tty ob shige 0 CNet mest ect wt meet pth oda wate pln an pres wana ay enced became mid desonmkg win te cn TE tne hc poo sta undratcompite un o wa cs a wna tpg ca wn es yen tose oneness ‘ccs nanan nue ote cops tobe aa on aa GING mys STU ATI by SARIN Dey IT carr INTERNAL SOURCES OF . eSCRUITENT—MERTS AND UMITATIONS fas tobe teat on seman Se iME8 + Rim hmagie swe men = nea emer Sierra cat Be cee are eed nietrand to i Serotonin et * en ce ee eee ‘Rint Aa pec gra ae * Pte mpeg be Beniiremetenslncner tM SEINE ” hemmed eee emp me Ter eet igi epee ein gear. Se eee ert | eames este ‘morrelblemayoteaiimetnctiecgdneran "(ie he ce or mtcion oh wen. EIN teens Senescence thew wreretbeshonapataa mes oie crepe Sihag abe enous ovaegtentereise ome == me tm ee EXTERNAL SOURCES OF RECRUITMENT -MERTS AND UMTATIONS ‘uated pence: Wanagnet cin sc lad + Sntacon men eng smpoe t Senonatonopyovacsnabetbecriason (SSrecmdne nonesnensnre + er te hen canes are saris when 0 ees er ae yumer st sostcans fam aude tnt ree Te pom (reer hs we che hie snp + Cay rem yp 3 tf rove ‘omar be aera on Foo ant beg a ern he npn ie, Somes. ixionseew sans steer + Ug pes 9 gy pc te Ssoarewionartwicatonpae” Ganges se doy emp set arog urgsaty win congo ronson ayn woedertshow trac. DIFFERENCES BETWEEN INTERNAL ANO EXTERNAL SOURCES OF RECRUTTMENT 2.ttaton The seg at ated moe ‘ining vat horpermacebennel oncom!ICE aves teh Se erort The ‘SSithedsecte eee. urate teas bane 16 ong ee ota eee The woe ero sow ce Sr en oe of Erne sctmonernrse emo ASAT TE coe — ters sald tat he ha conn “tug the paper and ap teanager Pea twa ted wnmary reid = Fatman Soemeatee etter eee Se SEE a ts Sirona” ene at ewe ried ye set Sogo 7 ST YOUS UNDERSTANDING 6 Sie Me pit dr be | 1 Rane dent conmen ned eerie Spiel atepaninnitng, "| Semen aaa eo ahora n= | * ice 4 inet In working a Supersioe Sma Doe har werk Re promt ‘Sine postr Pron Manage owe pest ‘spear a mena anno oe ca be {fanderrador promoted opt Nae oe Seare of cratnent Ie company wa flaps (Geolals dist, Tor Haman Rescue Depuanen in out flowy eos of (eS sere crecrutnent by gioing | Terme oe te soure ot reeratnest Suatecaoe {nae tbegrencses. saree A Conder vearay sppcatonsresened coe om arse i Sg i a detct ae proces of | Using wertaautrcom to search for a cf |S progetne cates, crs Lk gh opted company: Te ftiploes of ths oss dseassed bow ‘Sey came in conan hs ogni Ree ple wa ineodced bythe Puree ‘manager Mee || Misager tn Ind nd ste was ec || Sey the company tom her isa, ‘emai derentacren ceca serine me IMPORTANCE AND METHODS OF bonnie ‘Trainng and Development an attempt 40 Iinprove the curren future perermare of tnpoyes by ncresing hel aay to porn ‘trap Tearing sally by changing. the mpl stl or icesing ht ks and edge In today's hgh sophaseted ond emmplex sake as jobs have Become more mle fe prt of employes Calne fas incensed. raring and development ip hth crarinstnan Necnpoyees Importance of Training and Development + Tong spemalemig tran sed + enprves ile at nowese of the {rimetodsaireattomsapceforsnenany” ergs ahi eb penance! + anacrempoje pao tontws oq) sem enigma «id prema yh emp Ble soar Incenneeoene + hs tang mete panto ft anne moment worsted SST tw he pice othe orton we ‘aetna. Tense Sg? 2015) © uy payea> am squ2uruo AUD 20M jeMDY “JooY 10M jomIJe aq woy Aeme paronpuoD s}SuTuTEN arp Inq ‘BUNS 39 1M A3tp ywotadmbs amp uo sqof sayy urea sexMoydars ora ty Sureren yo pomaut qof-am poe 1] ‘PUTMTEL IMATE s} 2809 sy BP porpaur apqeims ayy, sauTypeur poyeonstydos Pwe yam Jo ssn op uses o} Suruyen, aimudosdde wanB 2q 0} papaou az siaxI0K, some ag 96m 52a sxrour g “ureidx "saasojdua 21p 07 wont aq pros yer Sururen Jo porrau axp w9aRGing “s3B.rey peayaso Bry sosme> YoY epeur s} s90uBUD Jo HSA twanbaxg “saumyoeus YoaI-14 50 38>} Jo aene39q aqpF uyeuIas £301385 e JO ® Ur pajeal> axe sjuaumuos}AuD OM [NY om om yenaze ayy wosy Keme paysnpuos st SUIUTEN 24p ang Bursn aq yim Aayp quauidinbs ayp uo sqol say) urea} soadojdury Burureny aInqnss, pour gor ayy HO ‘shop aj 210 sinoy m2 899 ‘eu Sunsten jo adAa yons jo uonesmp aL * 4) o}u1 Appoinb umop Buryas ut 29K sou ed oh wats Sunten jo 24 81 = 10 | Jo sapyod pue sans ayy YUM IU UNT wi 19960 34 Sunjonu) x9 499 useyans Aq ipx-saionus ssanisne (Fie]:1>} ie} Pue saafojdwa sayo 0} saakojdura 249 aonponuy 0} sunmesSoxd Sues, oxHUT au 0} su9jax SuTUTe UORINPUT ‘Suyuyey uoyonpuy‘¢ “uani8s1 puadys, Poyfe> yunowe jpews Au9A\“ sa (0) Provides omhejob taining: Superior licen team fener roid Uhessbirsning tm (od) Baller high morale amongst the workers: A'tuperion wih god Teadentp que: Sul uphighmoraicamong moar (Gi) Helge tn intsining group eniy perce sine poop Unity among Workers, esr ut itera diflerencs ek ‘unr harmony amongworkers Motivation means inducement acto move Inthe cone of a oganastion itmeans the _proes of making subordinates fo atin. Eitired manner teacieve cosinor {onl gals Matvaton open pen ata ens peopleDefinitions of Motivation 1. Meat wn hh we contendere be eho amano Fane 2. Metoaon 4 cope foe sing wth heroes dese aspera cr neds pope whch ar Interalinfiuence Furman benaious. For ‘uum prope may have the i oF dere for Pomesing «motors, comfaraie he ‘epuation thence. Thse arp ineral toaninddual (i) Matoeton produces ole bbc For example. the promotion in he ob may Be sven to employee with the ebectve of Improving hi prtrmare- If the employe s Imeveed is promtion ft help to proce © terhtvourtoimprove perfomance (i) Movin abe erp nepatig. Toute motvation provides poutve towards like nceasen py promotion region ee [Negative moteson Use negative ear ke _unshment. stopping increments hestering ‘ew AS ay inde pret! n ‘esr nay. (é) Motion complex pa beau ‘ype of mousaton nay nt havea nformeliect fom all the members. Individuals. are etrogeneas ner ect pron = + i ee 3. Leadership Leadership isthe proces of influencing the ‘ecaviowr of people by making them sive ‘olumtanlytohards achievement of pan ‘tonal gals Laer indicates the aby ofa manager to maint god inter-personal elation with ‘hs/ her autodinats and motivate them to contribute for achieving” organisational Shectve, Definitions of Leadership 2, Ladi too pre of fang ecieso ht they sl se sngy and ‘stalin anon oes Harel Koontzand Hens Weick 2 Last tec infin pet swears ~ erg Tey 2 Leaky tf npr ers ripe fue toe copa he ‘Shree fee cine | | ‘mcr: Festuresof Leader (Leadership indsts aby individealtdeneetans “oe {exer rs ng cage ‘behaviour of thers. aa a leadership indicts interpersonal soto etree nie (6) Leader ieee aher com iolthecrpncation ™~ (0) Leadership isacontinuanspreces 4.Communiction “he word comma’ has een dvd tom te Lain word oma WiC om whch cna mes ee understanding, ere Definitions of Commancaton 1. Gmmanon pro by ich pope a dasa tea ‘chmmerontatag coming gt sepa fo sctieee OE a sgemem ew sees Spenser Ean pord Sos ting soa 7 Bie ‘ementof Communication Po “The pearl conmuniaon error ttetipecstowmbcow Desa ewen ant et = | 29 ‘onvyshsthoughr orem iotereonet he senlerreprertancteommarcane onset Ci order ete inten nag ite proce f convening the menage ito commamcnon sie tah os ‘rods atures pte wo Matha tthe path hoe gh hich coded asoge swans eon hs fcetface communcaten ter shoe ‘aimee (0) Det: he pce of comering covodedeymiitftbe we (9 Recor: The person who receives comma seer (0) Ftc psa ose aco of rece inating that be hat td nd ‘eso te mpfr (oN Note mean sme beacon o+ spay be camed terres fee Stereciamplctroseare “Amagoous symbols that Ha 1 coding [Apsotelephoneceoectn, Faulty decoding attaching «ong (Cents and pte hat Str ss esti: enya ste te emis of deine Me Pramod Agar mange ns 2 ‘rust personnei) Meader Nag ing eng ‘coats abet sey preston Be ewe ‘Siewoskngincoa mine {i tr Aa Sart magne recor dcr sete a rag ee age hope 4 manu nae MS Soden saad os ring Superton CO mess Ay tha Dey in i ere of be tet fhe fom BS 2016) Amare cron oh ee vat ie eter : ‘Por example. the employee is a Soot rice oes ea areata ace acre ese Logie ee Se emer comer Scare ame ace See en a ‘Geen: Miyben ic. dealin conse spd. emlays {bo workers ana operate anaes woe (qudocr snd support tote workers we Sprang the mtn The company as Pg of aang ne er ne eget ok {Seewatra Workers are ery gare are cu Lata and spec Scions cet Fea cee ig order Wornrs are en fo uke Fle ble wile manogenen is Presng rd for verte Th mater as (Bic ere te ron! Manage wh aed ‘Bemectngotoperave manage sia workesto ‘slr tem stout te ehange nthe nent ‘Ban cheats pment 9 doce ge fo tng rete anil wag or working 8 Telaase "Workers tout auy pressure ‘irik ae we se [Bera ther xrnng by wokingoetine a ot Tas. bunag Baw Decors meg, FRrsomel Manager sat kei update the ‘manageat for achevig her outa nen ‘Sly supe wea sy Cenironaon lt ethers sono Manager ied “at aed ‘Srv with ponies approach By quoting the Ineremaboreparapaph ste ayes sdeecing cbse Sgra0IN Sanres Serre the rime me atta means stn ‘omomplh eared "op double ag or ering oertme a nlc tages for working ee inn ep ton ‘Seated ee pony mh ‘tors of enploes 2nd ate as ‘Some edesed yee trplementing be price cha Sala 9° Metra on ea Some ase hieta Ea ‘ho mere eee sa ose Net ety utexcogpege not Eg Secs ‘een ee re seer ae ene eee anata Rowe ots wakes o Sone eee va wena te ng Sa Te — 1 So apie ae a icaesgraoih "2 tes comps Ko ny ape le rer Wher ecg Laadership sve ler ta leaders haviour haviour! perm which th lender reacts Isola ede sen described thes ‘Meader, Aleadeship tye depends on the ftowng factor. (27 The leaders posopty. percnaiy nt cxpeeceandvaloenaton 2 Teenypeofellomers © The atmosphere prevaing in the Pr Disotautoy by elender The mest popula dasaitonfeadenip styles bauaon he seatastony Dependgonthe eof autor, adetip styles ean be casi into tres oad | Etegores—“Astocratic, Democratic and Uleertazeetdestip ‘Autocraticor Authoritarian Leadership Autocrat sye of laden is nein which» Tender gives Ummm ad expects inher Sobordiastes eink thowe order uaa, Sonal a managers owing thse thes Ths leader 6 dogmatic ie, doesnot hangecrvsh boca 1+ His Towing is sed on he asampion that reward oe panahmert bth 0 ‘verdepeding upon thereat‘witutcoeaing tem a 1+ Under thi sine all deciion-mabing [ower centrale ntecaer He Sos ‘Pot ge sariats am reese Inierceh cen 1 he “homing people award” Ie cand BomeCentat Lease + Thsslecleedersp shoul normal be led on are canoe when ee Jr metor roup season ang Atenas (\Tiseadenptlestine eigting product rman abr eS ison where he perv espor ft roducton on te and as fo ene but Ft Gu deta rng wate “Democratic or Participative Leadership Democrats sil ade is nein wich 8 ‘eager seveops ty nde a mahing 1 ikeabedGroup-Cented Lenders Sorta) Tas improves Bare ot crpriation hety meray Sc REO) singh sles of mutual tenet ~alows te subordinate to became part of the ah nd els thelendertomate ae dese a Rtn lender a 6.0. € "remade ‘ein of esp ve more common Poe team nee lo rege at tm Rot they have othe oh mene Laser faire orFre-rein Leadership inne: ans toatl ad fe means to Taste rtp Know oer Seehah imane= no beeen the ttectatodites ern ner ges gh de sighioty encuhas tome SE eintwartachivethen. The poop members rk on tron ‘sreangesves thence 1 Suchalode dos ot ive inthe use ot poweroreaitbabautey eal «Taker stereos tosuporthemand ‘pp then the eed irmaton the suborder a report forthe wor tobe perormed +10 called Subantinase- Centred @ © © ese. 0). ‘Aistheieaderand ese 8 LSU | Y see Sean se ae sci enn Ete btn oo hes poor ety nhc oi wana ees pone wr Seabee iene sane emma roa can Ac sehen — a ioreceesaerenas Siar! Seeany ees ‘he nal gw esse atc ota Sess Suen. = ‘sopiedbyPramod. (CDSEO) Sms = SS narsy ‘hgh ihe woup This ponent ate ef See Se Soe wagers op Sea eee oe fale aes een ake ber Sar mm "Concepts scbnowse ‘snoy ape that ey al wal work Tete ode cerame to cope te creer 1 tee be dade ‘Sate he hendrsg She eaten Ma Una hn seam manage NP eon (CORE gr 2018) 1 mack, > yee Ca, a Dara an wt at tp ta et Dariern. The tare of the cepa mans Rete ao ae pes ey ‘iim sr a wort pesca ey "re 0 cropoon pada Teach tn be sve gies oes ak fewar ot pao beth ca gt (pening ponte forse ee ieseatip se brngasepedyOae 5 Gopal amanagerincampany we ages Sem het cis emncg ese ‘Sipe wen tine then rc sete ‘ake agin te cele Wich or of ‘eserspisteaowng” 9 Styasunar a manage pharmaeseat (en by bt aberdeen po iy ater cooling tim Wack Oat Veeder belong 7. Manat eager a hema comp. as gin coupiee See bn arse ite He rh he a of pment eps tepiyupotie rote rah ore ictenbipaietiwnge 7.3 MASLOW'S NEED HIERARCHY aioe The fameus prycologat Ababa Maton propounded" NeeaRierareh) theory oh aban Histor war Seed on aman eds. Maslow fe at widen every Sama $eing there exit « earch ve bend shownintgu. 1LBatle Philogcl Need: Thee ee ‘aed to the survival and amen aman fe Hanger, thst shel and ley ae fone cumple he rete tein— a a a a a so aprmmenerie net pet fr ahen the Hower Need the hers oh state The onpniton sis these reds by atowng Be copoyee ake eave Ieamewhathe re sien Mars tery bed one lowing People sbeaviour is ed on tir ees Satilacion of such need nue thet “er Reps pc et nr ae (02) A satis ned can no anger ett 8 Foner ony nthe dan ete Masow’theayfocaseson the needa the busistermatvation Whee managers to rele ‘toed evel ofemployes shouldbe idee ‘pao notation them For example ‘ranger ante Sana ceive py {nd alowances bors ec) say the bs phvmologeal mods of lower level employees However to sot soil and ete need oh per level emplojes non ian ncentves leg seta reopen ee) ay mpot atom warworanginanesepise on daly wees ‘fv de fo no fl Le aie sed of dy Hs age He had 80 ‘eyo is airs eaten. Teme he ‘Specs oe erent, be parted ‘ee race and wos he prise money The ee Song ered aperoanet pa 10 By geting the es fon the above pare ‘deft neds of Rain hat ae cated yee tee company, ‘mec uy Ain, expan wm oer eed of at {ime above ht ese (Case 2010 9 arte Red Rabin ht re ste by oe Coven Pe emveubiep “ene ‘esata orestinteaed ae smedhrene tebe metr aft set ‘ne meeps an em. (ested Tne er eer 1 the Seed for step, atmos eon Se heen ae eos Regge ret caabietbcemn en eed otigted nae falwngsatcoen i) Astana star ond peri te wey ietptoststr to nee 9 nal gop oes os Surtah Is orking company oo 3 [manent bs At per he geen Salon ryan Incensive mean al meas eich te 9 sae pone peemane The rane in In diet monetary frm ot mentale ‘none Wem Ie mtv peop fo rer perfomance, Thee incest may BE ‘rovidedon nda or poupbass Examples ‘Minar verti 1. Pay and slence For eer employee in the pay eery Year and enhancement of ‘Thane rom tece-time frame Bourse Inked performance 2. Foftsaring Expoyew ar peenashre inthe prof of th eg, Tse mots ihe to improve’ et perenne and panto 2. Coptic pine inde ne inceatet ateem geptes a eed ‘Spay shares ape an he mart [rue Ths cre a eine of owner ie Eprloves and mates tem cones oe “Bona: Bran ane oer anditovetbewoges/ san mbeempenes 5. Prodaciiy-linked wage incentives: Thee center a at Lang. pm oes 0 merase pti gered wigs lerpamr pecoee ‘Retrement benefit Svea) erent ‘ott ath pai gay on iy prove a ce Seen eae ere shendey are merece oranenon 7. Peguaes In many companies po austen tinge erence a ‘Rance towing east doctontthe Svctheiay Thomas hpproe ‘mocnaten tobe enpoyes/ eagerote eran wring we an et Steuer sr Saran och ng # pon wk oo, Toner moo oe compe ed i if i i ‘Non financialincetives A hentia ised sony sive Peyehlopa sol anh Tak ibe pi ogra rong msn Non fly four onthe nett Son Sooty pet ou) fe ied ee irre eval oe Sphere pce Sora conte ees ‘Site Fr canpie fan ag Fonction nt onpmtn ghia rere fe one sn Proogsly mae 2 gt en Stats nereaseinouthonty et Bane. RMS TOT TY St, ofthe ptt Pon NCA ing emitter roe: REOBRON my setae eho ose se cape te ineweero tS renete ren Aron POTS mere we metre be ae «ng aad FEA for ey rene 4 Recuaing 2 MP0s for hing “Satine «Deming th ts Pr en he Serato sot the ee serofengire «Doman mers complement Te rae in eopon oenpoee 2 Sunrex cnt sat svar akg posts rate Tae auton, coponibiiy, Sewer recoption, perquisites and prestige of job {ial ti sue given 2 manage yhoo abso neh srl retin en = ‘Caer danemetoppruiy Evy indnal ware w pow weg wee Re oiaton Manges shuld poi opps oempoyen ingrove ts Sere Foo te hie ie! te Arpt ni deveapent prepances tstourdremstonpsiy wil pepe Sich pet: Penaton wrt ‘atendenupenpljeotsinporetee rotenane 4.) seca Employes wat hero besa ayo ae Bie whch mata ple an wi ‘greater zeal, en Howe ee tho ion epi spe bb stencils bs yy come op ‘omc 5 Employe @ Pattcpation: 1) meen ICTS octee eafoee aeea eeS ‘Sin rand them Pampa cpine SO a ane omer os pent participation programmes include Jnt sompany "She roaed appropri ae management commits, work commits, Seeeoen genannten “nie cemmitos fate fore nope her comp {6 Employee empowerment: Empererment ire ep mangers nce imei tng more autonomy and poe 10 ear ety of ointment Ke ‘borden vate ome trail, Ze ate te am gt atulentsinthe ob pertrmance ‘atthe repress cman 7. Organisational climate: Orns! climate tcates the character hich Akeseribe an organisation ar dings oe Tose 2017 4 mas server ‘Tore cents wey Sada eta he ‘gana fom the thei inate by HNN maya individual stonom, reward onentation, ) HEEAKDNEERER OPENS CEraderaton to employees rk taking uc gente, Bring 48 oppo 0 ‘Thee carters ince the behaviour of ced tice ei: Rproprene ilvidcabiatc orion, Shi cowl postmen wend 1 Job enrichme ob enrichment retin tly mone concer with engin Jos at Icude gy PEUNE2 grater vr of werk content rogues higher" comer wih deg at che Keaftnowlgandsilgieswerer more great ray mek tee pont orem. and report” and provides Spprtniy x” perso Bow and Sporty for petra growth ps are eninge expen (ied and made miesting, the ob ioe ‘rome ssouneofmetnatentte navies, FINANCIAL vs NON-FINANCIALINCENTIVES cme roe ‘peayencmenc tne ony 8 Pte pptaoger een mane, rit shag st San Poms eapnoon J tore He rc ems amare sti Naa th ore ea i ahr Sa Sap we moa sf sec iy men(BSG ISDS STIS Stig Tree of Bet peor “= ge tenty Which tae oR - rom pana te FORMAL COMMUNATION-MERTS AND IMITATIONS sae wry a RA te os ct Siren Recta lowes‘ the] 2 onetmeaieetrtenentitcs I reditamesk * Uiciboce tarentyberaitantncue ' Sinwiepintsoenmaencermst 2 man it A he EIS 8 concer \crmssumertenanbortestonnes > hepa onsen cetcree SESS cae" Shei tn or -thpinengntom nina Monson | esteem esmoier= eae tent and rete hgh ge ee | ses “gst 2010) | Yoo, Henly te incenne hye + tamale aban | nav etacmeanmccnrtrne | mbegensaeneat. ™ MMBRG) 5 Guarnieri, — oper 10, Bvery moth MeDanalds GIsPIay the name gy INFORMAL COMMUNICATION—MERITS AND LIMITATIONS eae rt way mane |" deo be inet at ET aoa | Mepcirm ke Nine te | | ‘ery a hates aaa "| 5 iain canes may be hla they cary + The inet ammuncton we ta [necator ner RSs Manager eed es | oes Se ae ences TS | EONS gee oe ete Meu poccentnorberacinshasawansie = Recandthe CBO afecongay sects MMSE « feinnasecsvechmczag ing ben srr” stanton x waste we wring ie Sic in St perma ha onmnatintakng plas within angen sect (Stoneman Name ornate ponte a fon may be broadly clasfed inte toy = Sinai ppnieamsconminaen e+ Sonne eal ons Mae ot 1 Pre oring na MMC Se Bs et gos — ‘Sitaesnspram tire Sooners + Haye ends pepsi nf ego ans | ern aan ie tanker | () Foemulcommuncatonand — {ip informalcommanistion, | —__ nats meu rng ane _ FORIAL vs NFORMAL COMMUNICATION. oy FORMAL COMMUNICATION (FORMAL COMMUNICATION Mil he nm ahh om idee ormcton i ag Face dan) Cmmncion Ue eang thea {Loven _fomal anna on pr tos «_nomalonmunctn ge rouge 5 "sree aan. opin hc a mt commen pes anne me Seeley lassifcation of Formal Communication (0) Upmard Communication: Upward soa | frie and suthortyTnere tno Wises in cone j ommniaton refer to te Bow of comm meeting) oF ‘norizontely| Between two communication So, i i 1 . mame go Teg as aban ‘gene bmp waren eecaegle mae ieation from subordinate to superior ‘oduct degn etme pratucton so ut Teagan ation for grat oF eave (i “Tarernaectetetecore Pept a acd i tne Estmple: () Application for ar a Siemon Ss Sint popes po oe Tht Sere teat coin atone) rca of downoad an wpvard commun: 7 i) agar ee ce en | ee ewe SceecaceceReeSsce Mensou emnrenk +) Downed Commi: Doers pe ttn ne agra son seat Seance nancy Sma ga dsm Snare ci low tin ne coe re + mn (Soc rte eve ao muuge ayn Mad 6. Aum/porpone To achieve organisation! obectves hei | ae = i linates ¥© manager to discuss about yet design, oraenmesaten state open aig eh a) Pung om ANN a ie Semtecsetnestnncnny Sic 7 oP mnoermesFormal Communication Networks Commariction network ids he ptr, ‘Brough whch camaro ows within te ‘ant 1. Single chain network: Communication Aowsiroech perc hehe steele ‘hops 12 Wheel network: All svonintes unde, ane sagen communica trough Hee ‘ny Ty ave not slowed to ta among themes 2 cpt ea Com nvg in ese Exh poron an commie train aps Comunity fowision ‘cee lw Ser: E30 pen cm "rk ther fe The ow ‘Samanta inverted V network A subordinate can conmmantate wt her ined sopra ‘Shelishayherspeorssiperoe xO®e A Grapevine Networks Grapevine communion may low dierent pol network whichare given below: 1LSingle rand network: A person commutes with the other in soquence, 6 X commantats wth drrughinererng pseamsinastand 2. GomipnetworkApenoncommunicteswithallonnonselectvebsis |. Probably network: A perio cnsscatsrndomy withthe {& Cluster network: A person communicates widen hse people whom he/she trusts. Chasers enter iergocn singe nt cou [rmoe communist hath te oh ‘tienen 4. Name the Ope of frmal communion st “ch cme ow om ane 3. Rime be ype or communion SE orien ad conte 4, Satethe mont opr rape network 5 taiSte Paramount Me, Lis there 20 ‘Scryer neta ppc yan ovr commntson's abt ia eo ‘ecg a cond inrmatn Wi Tevet ford commence ed canary (6 Mohan and Sobun ae end working 2 ‘ya La rogutin and Sake Mant ‘eepciey ina terete meting ‘Stet pty fe company. ey he ‘pe of ommmiotn aed the sve pe 17 nd wer ae wart se (Sp ane tine Merson Ra at Whercielaed som fom be npn ‘ic gpeoeommnieatin hs? nz renner rie ety min acne communion cage eon erwenpoparpnne wee ret ume poa ‘COMMUNICATION ‘The bares to communion i he organisa honscan be broadly rouped into ur eateges (a Semantic ars) Peychlogeal bares, (6) Organisational bares and 2) Personal SemanticLinguisic Barriers Semantic bes ae cnr with robene td bstucons inthe prc ecg and odingetmonagebtoworderimprers 1 Badly expensed semage: Sometimes inde ering ay tlt ees 9 2 Titre wode so ond wed inalqut vocab For ample ih pode nay be nny os bong ttn bonnet ener now ot ‘Stonaponble 2 Symbol diferent meaning: Ard uy hive ser meanings For amps {Snider these ce son whee ord ews atta ing? 1 Tvaliourtnenip. 4 int the vale faring compat ong. perepion bythe reve ed 2 communion polos oly mio Sent te npg yng ee ai thtlangge ardent merken (a, ind) a arlene bo the Tongunges. communication becomes inactiveeg mes UE SO, 4. Unified esmtions me fn tery ieee a rt he eda. Storate el ake ce a ‘Soemedsion so fe gas nt {ve te pla ear a weet {ar pwct sd hen Bat the etal, he guet fers doe these rca ocuaptn aches ‘post tet. Techical ag: Ws sl fund at spree pen tn Zhiwhle euntng to prone who ae st Spe tconend Tee oy motundentand fe atu eng ody langage and geste ecoling very moverent of oly commu ‘rong Te dy movenert an eae of Sematary ng he smomge if hoe no match wen hat # ‘SiFats wat eapranedinbody movers ‘Scour aye wrong ped De ASF STUDY 5 al (ecto: ‘Singtonsjsraone yee hr ‘ring pon bt not eh ea SS See Tetaty “tnd emit of meted eae ‘Sots bes rng wort beset ih Sidoeingnereome Alc 1c nat meen aed (0) Ste the cate of i cmamson (e) Hagan ay cher commana iter of (esse cuepry (CBSE 2015) 3m (a) Baty expres mesg: 1) separa i fo pe (Bs sng of meng wre ot irs “a so: Scie ete trance cert te cal ening Sawer i paycholaical/Emotiona Barriers ‘acre area the sate of min Thaehyersender and the receiver of ee ana, For example 8 word scrum propery and an angry arte conmundestan the el meaning ee 1 Lckf tention The pe-ocypied mind cf focter andthe resultant norlistening et SLES ace a major poychologeal Kamer Fete, an employee explains about ijper prtiens to the boss WHO is pre eed cham pert le bore hi he SSeS Reraten timer propery So, the Cpls nny esappeinted 2 Distr Ith eer and recover do nt twlereach ther they eat understand each hers messages oigialsense 1 Prema evaluation: Someines peop eal the meaning of message teore the nde completes is message Such renatare ‘alten may be due to preconceived nts ‘Spree apart thecomenicaton “t Los by taemiston and poor retention, Wien eral communication. passes through rou evel sucsiv tansmisions ofthe ‘esage role in os of oF tarsmsion af tact normation oor eetention is another problem. Usually rope cama retain the infomation for lng {Une arinatontveornon neretes ‘Organisational Barriers ‘These aes ae related to organisational stracure suitor telitonship rule and regulon 1. Organisational policy: If the organist tal pc snot sporti to fee fw of communication, lay hamper effectiveness of ‘seumuncations. Ter example, in NBRIY ‘mecTNs ental nganiation people may ot be msuragedtohielrecommuniton Rules and reelatine Rigi rules and regulations may be 3 hurdle to fective Therese chanted ay ein ly “Complesity in onanisation strc: In an organ howe thee ae number of manager levels commanction gets delayed Sn distorted ap number of Bterng pon ae {Organisational facies: facies for smooth cer andtiney communications arent provided communicators may be hampered Fries ike equent meetings, suggestion bo, Complaint box tal and alors gathering, free ow of communion Lak of thee {sees may createcommanicaton problems 1 Stats A tts conus manager may rot ally hie subordinates to express thet felings ey Personal Barriers “These bes a relat othe persona factor of both the sender and the receiver of 1. Ferofchllengeto authority: fa super perceives that particular commoricaton may ‘Sry aft ihe tary be my 2 Lack of confidence of superior on hiyher subordinates Ita superior doer not ave onidence on the competency of s/her Satodites, he/she ay mo sek the avice eepiions. 3 Unwilingness 10 communi: Some- times, subordinates ay’ not be prepared oomuniate with thee superio, they perceive that it may adversely afict her ners fea punishmen 4: ack of poe incentive ee m0 Sbordinates may not take Inlative to a communicate Fr tml theretenorewardor ipprecation for a good. saggestion the ‘eke may nt be wing tor sel Songer ‘Measures to Improve Communication Effectiveness The following guideline measures can help improve communication efetivene 1 Criy the ideas before communication: The problem to be communicated 10 ‘artis shouldbe cer inall peeps: tothemanager hie The entre problem should be sted i depth Analy and sated easy 30 thats ely Somvetonsbordinaten 2 Communist according the needs of sectiver” Manager sould aujust his/net ‘Scmun-aton contig tothe education acd Understanding levels of subordinates avon ‘schncalrgon. 3 Beamare of lnguage, tone and content of amevsaper The language used should be iewtadable and should not fend the Sots of iene The mee should be ‘imalitingtnevokereponse om Delsenes “Be a good listener: Manager sould be 2 goad Istnor, Patent and atentoe steng fbives al ofthe problems: Manager stool ‘Seo give indians of es itrest nen {othr sborsinaten 5 Emre proper fedback: Communication ‘scomplete ony when thesender esa fed the rspone ofthe receive the ease ‘he teclver of communication must be neourged to respond fo communication by king. questions regarding the merge conveyed ‘Communicate for present at well (ature: General communsaton 6 ee sme the exiting coumnents. Howe trainin conten the commrication should Smatéturegalofthecnerprselo 7: Consult others before communcting ‘efor actualy comaunitingthe message 5‘eter to involve others in developing Pa ‘soncmonsetaches Sacer ee pe et ie poner Semen, Tea gee renting fo sobre Sch lo eetgemeteastons ee SRT Siocsusing "Gane sgra0i8) tat 2 Ran nvng tr epee Nc ‘ageacone ois pero engin (‘xr tepeemn oe pee Ne ‘plement hr nagecone nbs ae a SE anes NOI thy, nati tea Now Rasa a | ec grace seat ae 2ST eee wet ta | ety ga nts Soefieeee iene ea) Rarer hh Tee ae Sap FT wean aes, Seca ie oe tanec a ca Sema pe ene Sea ict yoo aes Siete ae Fee rater * Mmagemeat Your superior. a 10p managetocat er ie ae cei ail ie ant Sopsimmeatcs Dem Prine of Orecting ‘cee dicton ean wich mange cana Though expect and practi However > Imran ha fice tng tng te cloning prc 1 Hamey of ober Very ten we fd that india Sees pe an ‘Signa tonal obpcees ar nderoed 2 tng ech tc Fr caps a egy tn eget sry a ory Ft persed Te piston my eps loves to improve Pokey fo ane Seed otn bce sul be Proper neg in ‘Shecives and epi! ee 2 mage ‘out dain fem under hk pope ‘Stuy thir penal iso by weg fo corketea pale Unio omand Tis pipes Eiicetepetr earl envio an rece ‘om meen eres ods, eit and lode ne oxanaton "een 1s [owcemarseeciecicion 3 Approprinenese of dition technique Acadings tha pce spree most Si iadinhp teigae soul! be ted we ‘Theing he fope wth santo varer For ‘ese olen onan ‘Demat laden Demat eden lec rene dieion Aap soa fear connie or robes ‘Svvclatonther prs! poles, A manage ‘mang poder crue dtm eee ‘rahtemutancofidone thd abelian: he wo ecm ses tm a erp pt fain though: Dict » corte poss Meee ed an cos mt ‘og Manges tin op ye ‘much od a en opometel Sor atl nif se oe Tedrectone pani tein ire at [ipceyndiainheopaaion eta rpms seine. Foren god ‘tavaton pun wh rate mons and Se se om ge 1 stapes of Informa oraniation Manges shuld act and use the ira pmonlorecve cing thr reeranae ve thee hr 1 the ‘rnc po ey and tity eels ‘Pompe he pian nd rey pe Impotingtha erermance Tester [Nfcmpano deve sind et otto Feguine nd pad Coo ep “he owing pin tty he impertaneof notation anya Stkgcuen pu Nona rates eee ftpoyrs Tey wl, wih the ‘Seopa ge necopljecetiued owes pee Tiicgete emt eel were Tse Pal out in nro productty the Redon in etic cane ine snoaten tele te ree sta age trad empiyessppo all ange Baten ‘feninsotl arrest ey ‘rn Eovancement mith the prosper 0 the nope Bs ‘Nptma employee tmover saat motaton Sieur import rears for veto Sead wang sndon, seg roar Set cnpat poe ste ah pa ndcolopur The meta wre on sue ‘Sounded wath tie woring ond snd ae (etter ron 5 tote atte of employer Matin ep eri ako _tea pe Fr ep weer mye emia he tor es pve ong {Ronan pense rth god wor doe, te wore 1, nS pe soe wae ' Seppo work emizomen Tee wile Sehcicnche entrees ‘mungenet wil te aed Whe orks encuentro eter ition of orn: The mated wnt mul handle macarons rosy a oa ere er ter ween Eaietucloneloanage, Importance ofLedersip Lennart ret inp the dieing freon cane. et ‘Soporive fnton anne a ter manage ‘ere: Wi peoeingtdeip. fusion Imanpes serge ponte by mtg ed Topsig tem to overeat cai (rh yay coe soe pring ee Tot Alcdceone abdt te poup pre heiomaleg wal he impor fader cn be aed ‘rote anwing bens tbe rpm 1. lpn ng nd npg epee A lender ti ge nthe empl fr ihe perfomance and bea tm the sean! of Secures cooperation of members of crpiniatin Managers ecto WH {heyonurwiingtopeanet sorta= deviations, if any and taking corretive action (0 ‘ensure achievement ofthe foals. (Wt) Controlling i a pervasive funsiian because 10 $s performed in all organisations, whether business or non-business and at all levels of 2. Why 1st said that controlling is blind without planning? 3. Why ts controling called a backward looking function? ‘5, Why ts controling called a continuous process? (CBSE2011) 6, Iscontrolling the last function of management? Controlling Process Controlling i a systematic process involving the following steps: red. Due to changes taking, toberevised. Aadountages of MBE: (@) The routine problems are left to theImprove pscacantonc eo nplesstaton cra $Total Cost (TC) = Total ued Cost (TFC) + Toad VarsabieCont (IVC) Total Revenue (TR), TEC, TC are drain along break chart Break-even pointcan be calculated as follows: — trate 2a = Sa RE SECC RS EE 6.Research and Development Budget: Estimated —— ' . spendingorthe development of produce ee sie of nace is is a useful technique alysis fers to. analysis of financial ~ Mp a ‘San making adcotlinlowing ae Maranngset Ddgriany Contd ten gh ptr _s reson 1. Ithlpsincstimating profits deren ives Sec eee Siete ie cet oes eal ys — Managenrtlooatons tem ofactvten eden focemms on eperitc and tine bond canbe casted into following caters ‘TRADITIONAL CONTROL: 2 It helps in determining the minimum sales Obpectives 1L Liquidity Ratios: Liquidity ratios are calculated oe TECHNIQUES volume at whichcontsar fly recovered ced beyond See isa © determine short-term solvency of business, Teal ecu are thne which have en “yensiphichcont are scare ee eT OS 8 atyas of cre poaiion of ged tnd doer Eee companies tor along time poy. However, as feweae Mri be mines the ablty of the business 10 pay’ the amount {etnies have not Lecanto So, sop vt Ferocmance ‘sitbeing we by companies ‘value and thus enables themoperform bt. 19 tahoe. Example: Curent Ratio adBRESEGIY suse suctesa 9 286 2 Solvency Ratios Ratios whichare ine the ong-term solvency of determine the long ella to determine the efceney of operations based tiecvevilisation of resources. Higher tumover tmeane beter uilisaton of resources, Examles; Inventory Turnover Ratio, Stock Tumover Ratio Debtors Turover Ratio Responsibility Accounting Under ‘Responsibility. Accounting’ the whole petit ted te dB cee uch “eeivisions, departments or sections. strategies in the light of environmental DReveme Centre Arevensecenireisasegment which is primarily responsible for Under both the techniques all activities. are revenue, For example, marketing nugrated in a logical sequence to find out the n 4 minimumsimerequzed tcompleethe project. The process of ‘lo Sit Cee Apoftrmessegnnttan TM POO of FERTICM coat of allowing Sruanicticn nine manages responsible for Both 1. The project is divided into a number of clearly revenues cos, ‘dentable activites which ae then arranged in 2 = _ Sma tts hh ae hen args responsible not ony for prafis bot also for PSH SATEE os ‘vestments madein the cntrein the form of assets, oe ae badge fics wee sequence of activites, the staring point and the agement Audit termination pointofthe project. Manama arene atric pra of oe of anagem of ~~ Main Purpose: To review the efficiency ectmes & mapa wd Oe ge-‘omanceinftureperinds