S. No. Contents Page No.

1. Introduction 4
2. Characteristics/Features Of Management 5
3. Levels Of Management 7
4. Nature Of Management As Science, Art And Profession 9
5. Coordination 11

CommercEdge Head Office: 127, Zone II, MP Nagar, Bhopal |+91-9425584840|www.toprankers.com Page 2 of 13
 –1
Nature And Significance of Management

Business Quotes to enhance enterprising skills

♦ Successful organisations do not achieve their goals by chance but by following a deliberate process called
'management'. Management = Manage: men +1 (things)
♦ Success will never lower its standard to accommodate you. You have to raise your standard to achieve it. For
every bird God provides food, but not in their nest.
Syllabus

After going through this unit, the student/learner would be able to:
Management—Concept, Objectives and
• Understand the concept of management:
Importance
• Explain the meaning of' Effectiveness and Efficiency.
Concept includes meaning and characteristics/
• Discuss the objectives of management.
features.
• Describe the importance of management.

• Examine the nature of management as a science, art and

Management as Science, Art, Profession
profession.
• Understand the role of top, middle and lower levels of
Levels of Management -
management.
Management Functions—Planning, Organising,
• Explain the functions of management.
Staffing, Directing and Controlling.
• Discuss the concept and characteristics of coordination.
Coordination—Concept and importance
• Explain the importance of coordination.

Management is universally necessary in all organisations. It is the force that holds everything in a business enterprise
together and that sets everything in motion. Management is the mobilisation of an organisation's resources to meet a
goal. Management is virtually applied to every type of organisation, whatever its size or purpose. An auto plant, a
state government, a cricket team, a typing service, all require management. When a group of people work together to
accomplish some common goal, they can work efficiently only when there is mutual cooperation and coordination
between them. Therefore, a central directing and controlling agency is required for guiding and integrating the efforts
of members of the group. This agency comprises the managers; and the activities of managers are collectively called
management Managers take decisions as to who will do what, when they will do it and what resources they will use.
The success of any organisation requires efficiency and effectiveness. And this necessitates management. The basic job
of a manager is the effective utilisation of human and other resources to achieve organisational objectives. The
manager lays down the goals of his group and directs the activities of the group, members for effective utilisation of
materials, machines, technology, capital, etc. for the achievement of organisational objectives.

CommercEdge Head Office: 127, Zone II, MP Nagar, Bhopal |+91-9425584840|www.toprankers.com Page 3 of 13
INTRODUCTION
Concept of Management
Management is the process of getting things done with the aim of achieving goals effectively and efficiently.
We need to elaborate three terms— Process, Effectiveness and Efficiency.

1. Process: It means the primary functions or activities that management performs to get things done. These
functions are planning, organising, staffing, directing and controlling.
In terms of functions, management is defined as the process of planning, organising, directing and controlling
the efforts of organisational members and of using organisational resources to achieve specific goals.

KEY TERMS
Managers responsible for setting objectives, organising resources and motivating staff so that the organisation's aims
are met.
Productivity the output per worker in a given time period. It is calculated by:

Organisational structure the internal, formal framework of a business that shows the way in which management is
organised and linked together and how authority is passed through the organisation.
Supervisors appointed by management to watch over the work of others. They are directly related with workers.
Foreman the managerial figure with whom the workers are in face to face contact on a daily basis. The foreman is a
lowest ranking manager and the highest ranking worker.
(i) Planning is the function of determining in advance what is to be done and who is to do it. This involves setting
objectives and targets and formulating an action plan to achieve them effectively and efficiently.
(ii) Organising is the management function of assigning duties, grouping tasks, establishing reporting relationships
and allocating resources required to carry out a specific plan. It determines what activities and resources are
required. It decides who will do to a particular task, where it will be done, and when it will be done.
(iii) Staffing simply means finding the right people for the right job. This function of management involves activities
such as recruitment, selection, placement and training of personnel. Staffing function of management is also
known as the human resource function.
(iv) Directing is telling people what to do and seeing that they do it to the best of their ability. It involves leading,
influencing and motivating employees to perform the tasks assigned to them. This requires establishing an
atmosphere that encourages employees to do their best. Motivation and leadership are two key components of
directing. Motivating workers means creating an environment that makes them want to work willingly and
enthusiastically. Leadership is influencing people to work willingly to achieve organisational goals. Directing
also involves communicating effectively as well as supervising employees at work.
Thus, there are four elements of directing, viz. Motivation, Leadership, Communication and Supervision.
(v) Controlling is the management function of monitoring organisational performance towards the attainment of
organisational goals. It involves establishing standards of performance, measuring actual performance,
comparing it with standards and taking corrective action where any significant deviation is found.

Definitions of Management
1. "Management is the process of working with and through others to effectively achieve organisational objectives
by efficiently using limited resources in the changing environment."
— Kreitner
2. "Management is the process of designing and maintaining an environment in which individuals work together
in groups and efficiently accomplish selected aims."
—Harold Koontz and Heinz Weihrich
3. "Management is defined as the process of planning, organising, directing and controlling an organisation's
operations in order to achieve coordination of the human and material resources essential in the effective and
efficient attainment of objectives."
—Robert L. Trewelly and M. Gene Newport
4. "Management is the process by which a cooperative group directs actions of others towards common goals."
— Massie and Douglas
2. Effectiveness: It is concerned with doing the right task, completing activities and achieving goals, In other
words, it is concerned with the end result.
3. Efficiency: It means doing the task correctly and with minimum cost.
Efficiency is increased if
— by using less inputs such as money, materials, equipment and persons, more output is produced; or
CommercEdge Head Office: 127, Zone II, MP Nagar, Bhopal |+91-9425584840|www.toprankers.com Page 4 of 13
 — for the same output, fewer resources are used and less costs are incurred.
Obviously, management is concerned with the efficient use of resources, because they reduce costs and
ultimately lead to higher profits.

The two. terms 'Effectiveness' and. 'Efficiency' are different but they are inter-related. For management, it is important
to be both effective and efficient. Management has to see that tasks are completed and. goals are achieved (i.e.,
effectiveness) with the least amount of resources at a minimum cost (i.e., efficiency). Effectiveness and efficiency are
two sides of the same coin.
Sometimes, a business concentrates on. effectiveness and ignores efficiency, i.e., it completes the given task but at a
higher cost. For example, suppose a company's target production is 10000 units in a year. To achieve this target, the
manager has to operate on double shift due to power failure most of the time. The manager is able to produce 10000
units but at a higher production cost. In this case, the manager is effective but not efficient since for the same output,
more inputs (i.e. more labour and electricity costs) have been used.
On the other hand, sometimes a manager is able to cut down cost but cannot achieve the target production.
Consequently, the goods do not reach the market and hence the demand for them declines and competitors enter the
market. In this case, the manager is efficient but not effective.
Conclusion: It is important for management to achieve goals (effectiveness) with minimum resources i.e., as efficiently
as possible while maintaining a balance between effectiveness and efficiency. Poor management is due to both
inefficiency and ineffectiveness.

Characteristics/Features of Management
1. Management is a goal-oriented process: An organisation has a set of goals to achieve, e.g., to earn 20% return
on investment (ROI), to increase sales by 10%, etc. Management unites the efforts of different individuals in the
organisation towards achieving these goals.
2. Management is a group activity: An organisation is a group of different individuals who work together with
team spirit and coordination to achieve the goals of the organisation. This focuses on
• a team rather than individuals. Management as a" group (or team) can contribute more effectively and
efficiently than an individual.

CommercEdge Head Office: 127, Zone II, MP Nagar, Bhopal |+91-9425584840|www.toprankers.com Page 5 of 13
3. Management is an intangible force:
Management cannot be seen but its presence can be felt when targets are achieved according to plans,
employees are happy and satisfied, and there is orderliness instead of chaos.
4. Management is all-pervasive: Managerial activities are performed in all types of organisations, in all
departments and at all levels. Management is essential for all organisations — big or small, profit or non-
profiteering, service or manufacturing. A government, a cricket team, a hospital or a school—all require
management.
5. Management is multi-dimensional as it involves management of work, people and operations.
(i) Management of work: Management translates the work to be done in terms of goals to be achieved and
assigns the means to achieve it. This is done in terms of problems to be solved, decisions to be made, plans
to be established, budgets to be prepared, responsibilities to be assigned and authority to be delegated.
(ii) Management of people: Managing people has two dimensions:
— dealing with employees as individuals with diverse needs and behaviour; and
— dealing with employees as a group of people.
The task of a manager is to make people work towards the achievement of the organisational goals by
making their strengths effective and their weaknesses irrelevant.
(iii) Management of operations: It means managing the production process of. transforming input material and
the technology into the desired output for consumption. This is interlinked with both the management of
work and the management of people.

6. Management is a continuous process:

Management process is a series of continuous, composite but separate functions —planning, organising,
staffing, directing and controlling. These functions are simultaneously performed by all managers all the time.
7. Management is a dynamic function as it adapts itself to the changing environment. In order to be successful, an
organisation must change itself and its goals according to the needs of the environment, which consists of
various economic, social, technological, legal and political factors. For example, McDonald's, the fast food giant
made major changes in its menu to be able to survive in the Indian market, e.g. it offers Aloo Tikki burger.

Objectives of Management
Objectives of management can be classified into organisational objectives, social objectives and personal or individual
objectives. Management has to achieve all these objectives in an effective and efficient manner.

Organisational or Economic Objectives

The main objective of any organisation should be to utilise human and material resources to the maximum possible
advantage, i.e., to fulfill the economic objectives of a business. These are survival, profit and growth.
1. Survival: Management of an organisation must ensure the survival of the organisation by earning enough
revenues to cover costs.
2: Profit: Management must ensure that the organisation makes a profit, which is an incentive for the continued
successful operation of the enterprise. Profit is essential to cover costs and risks of the business.
3. Growth: It is important for every business to grow in the long run. Management must exploit fully the growth
potential of the organisation. Growth of a business can be measured in terms of (a) increase in sales turnover,
(b) increase in the number of products (c) increase in number of employees, (d) increase in capital investment,
etc.

Social Objectives
Social objectives of management involve the creation of benefits or economic value for the society. This includes
• using environmental friendly methods of production,
• providing basic amenities like schools and creches to employees,
• giving employment opportunities to the disadvantaged sections of the society, etc.
CommercEdge Head Office: 127, Zone II, MP Nagar, Bhopal |+91-9425584840|www.toprankers.com Page 6 of 13
 Personal Objectives
Personal objectives of management are concerned with satisfying diverse needs of the employees such as
• financial needs by giving them competitive salary and perks,
• social needs such as peer recognition, and
• higher level needs such as personal growth and development.
Management has to reconcile personal objectives with organisational objectives for harmony in the organisation.

importance of Management
Successful organisations do not achieve their goals by chance by following a deliberate process called 'management'.
A business enterprise rises to the top because of its quality of management.
On the other hand, lack of proper management results in wastage of time, money and efforts. Studies have shown that
90% of the businesses generally fail due to poor management. Therefore, it is said: "Anything minus management is
nothing."

"Management is the life-giving element in every business. Without it, the resources of production remain resources
and shall never become production."
— Peter Drucker
The following facts clearly highlight the " importance of .management:
1. Management helps in achieving group goals.
An organisation has a set of goals to achieve, e.g., to earn 20% Return on Investment (ROI), increasing sales by
10%, etc. Management aims at achieving these goals by giving a common direction to the individual efforts.
2. Management increases efficiency by reducing costs and increasing productivity through better planning,
organising, directing and controlling the activities of the organisation.
3. Management helps in achieving personal objectives. Through motivation and leadership, management helps
individuals to develop team spirit, cooperation and commitment to group success, thereby achieving personal
objectives.
4. Management helps in the development of the society by
— providing good quality products and services at reasonable prices,
— creating employment opportunities,
— adopting new technology, and
— leading the path towards growth and development.
5. Management creates a dynamic organisation. In order to be successful, an organisation must change itself and
its goals according to the needs of the environment. But people in an organisation resist change as it often
means moving from a familiar, secure environment into a newer and more challenging one. Management helps
people adapt to these changes so that the organisation is able to maintain its competitive edge.

Levels of Management
Every individual in the organisational hierarchy is responsible for successful completion of a particular task. To be
able to fulfill that responsibility he is assigned authority or the right to take decisions. This authority-responsibility
relationship binds individuals as' superiors and subordinates. It gives rise to different levels of management in an
organisation.
The time spent by managers in different functions is different. Managers at the top level spend more time in planning
and organising than managers at lower levels of the organisation.

CommercEdge Head Office: 127, Zone II, MP Nagar, Bhopal |+91-9425584840|www.toprankers.com Page 7 of 13
Top Management
Top management consist of the senior most executives of the organisation and their team.
• Chief Operating Officer
• Chief Executive Officer (CEO)
• Chief Marketing Officer (CMO)
• Chief Financial Officer (CFO)
• Managing Director
• Chairman
• President
• Vice-President

Functions
1. To formulate overall organisational goals and strategies for their achievement.
2. To coordinate the activities of different departments according to the overall objectives of the organisation.
3. To be responsible for welfare and survival of the organisation.
4. To analyse the business environment and its implications for the survival of the firm.
5. To be responsible for all the activities of the business and for its impact on the society.

Thus, the job of the top management is complex and stressful, demanding long-hours and commitment to the
organisation.

Middle Management
Middle management consists of divisional/ departmental heads.
• Human Resource (HR) Manager
• Production Manager
• Marketing Manager
• Finance Manager
• Operations Manager
• Plant Superintendent
• Regional Manager
• Divisional Manager

They are subordinate to top managers and superior to the first line managers. Thus, they act as a link between top
management and supervisory management.

Functions
The main task of middle management is to carry out the plans formulated by the top managers. For this they need to:
(i) interpret the policies framed by top management,
(ii) ensure that their department has the necessary personnel,
(iii) assign necessary duties and responsibilities to them,
(iv) motivate them for higher productivity to achieve desired objectives,
(v) cooperate with other departments for smooth functioning of the organisation, etc.

At the same time they are responsible for all the activities of first line managers.
Operational or Supervisory Management
It refers to the lower level in the hierarchy of the organisation.
Foremen and Supervisors comprise the operational management.

Functions
1. Supervisors directly oversee the efforts of the workforce. Their authority and responsibility is limited according
to the plans drawn by the top management.
2. Supervisory management interact with the actual workforce and pass on instructions of the middle
management to the workers.
3. Through their efforts quality of output is maintained, wastage of materials is minimised and safety standards
are maintained.
4. The quality and quantity of output depends upon the hard labour, discipline and loyalty of the operating
personnel.
5. They represent the workers' grievances before the management and maintain discipline among the workers.

CommercEdge Head Office: 127, Zone II, MP Nagar, Bhopal |+91-9425584840|www.toprankers.com Page 8 of 13
NATURE OF MANAGEMENT AS SCIENCE, ART AND PROFESSION
-Management as a Science
Science is a systematised body of knowledge that explains certain general truths or the operation of general laws.
The basic features of Science are as follows:
1. Systematised body of knowledge: Scientific principles are based on cause and effect relationships.
2. Principles based on experimentation: Scientific principles are first developed through observation and then
tested through repeated experimentation.
3. Universal validity: Scientific principles have universal validity and application.
The application of the above criteria to management is examined below:
(i) Management has systematised body of knowledge with its own theory and principles that have developed
over a period of time. Thus, this feature of science is present in management.
(ii) The principles of management are derived over a period of time through observation and repeated
experimentation. Thus, this feature of science is present in management.
However, since management deals with human beings and human behaviour, the outcomes of these
experiments are not capable of being accurately predicted. Therefore, management can be called an inexact
science.
(iii) Principles of management like principles of pure science provide managers with certain standardised
techniques that can be used in different situations. However, since the principles of management are not as
exact as the principles of pure science, their, application and use. is not universal. They have to be modified
according to a given situation.

Conclusion: Management is an inexact science: It is . neither as precise nor as comprehensive as the pure science like
Physics or Chemistry.
Art is the skillful and personal application of existing knowledge to achieve desired results. It can be acquired through
study/observation and experience.

The basic features of an art are as follows:

1. Existence of theoretical knowledge: Any art (like dancing, public speaking, acting or music) presupposes the
existence of certain theoretical knowledge. . '
2. Personalised application: Art is a very personalised concept. For example, two dancers, two speakers, two
actors, or two writers will always differ in demonstrating their art.
3. Based on continuous practice: Art involves the continuous practice of existing theoretical knowledge.
4. Creativity: Art involves creativity. For example, a musician makes a unique composition based on seven basic
notes.

Management is also an art because it satisfies all the features of an art.

(i) Existence of theoretical knowledge: As in art, in management too, there is a lot of literature available in various
areas of management (like finance, marketing, human resource, etc.) which the manager has to specialise in.
(ii) Personalised application: Like in any art, in management too, a manager applies his knowledge of scientific
methods to a given situation, an issue or a problem in a personalised and unique manner.
(iii) Based on continuous practice: Management satisfies this criteria as a manager gains experience through regular
practice and becomes more effective.
(iv) Creativity: Like any other art, a manager after studying various situations, formulates his own theories for use
in a given situation. This gives-rise to different styles of management.

CommercEdge Head Office: 127, Zone II, MP Nagar, Bhopal |+91-9425584840|www.toprankers.com Page 9 of 13
TOP TIP
Management has features of both art and science. The practice of management is an art. However, managers can work
better if their practice is based on the principles of management. These principles constitute the science of
management. Management as an art and a science are therefore not mutually exclusive, but complementary to each
other.

Management as a Profession
A profession has the following characteristics:
1. Well-defined body of knowledge: All professions (legal, medical, accounting, etc.) are based on a well-defined
body of knowledge.
2. Restricted entry: The entry to a profession is restricted through an examination or through acquiring an
educational degree. For example, to become a chartered accountant in India, a candidate has to clear a specified
examination conducted by the Institute of Chartered Accountants of India (ICAI).
3. Professional association: All professions are affiliated to a professional association which regulates entry,
grants certificate of practice and formulates and enforces a code of conduct. For example, to be able to practice
in India, lawyers have to become members of the Bar Council which regulates and controls their activities.
4. Ethical code of conduct: All professions are bound by a code of conduct which guides the behaviour of its
members. For example, all doctors take the oath of ethical practice at the time they enter the profession.
5. Service motive: The basic motive of a profession is to serve their clients' interests by rendering dedicated and
committed service.

The application of the features of a profession to management is examined below:

(i) Well-defined body of knowledge: Management is a profession like Accounting, Medical and Legal professions
as it also has a well-defined body of knowledge comprising well-defined principles based on a variety of
business situations. This knowledge can be acquired at different colleges and professional institutes, and.
through a number of books and journals. The subject of management is taught at different institutions such as
the Indian Institutes of Management (IIMs) in India.
So, this feature of profession ' is. present in management.

(ii) Restricted Entry: Entry to management institutes like Indian Institutes of Management (IIMs) is usually
through an examination. However, there is no restriction on anyone being designated or appointed as manager
in any business. Anyone can be a called a manager irrespective of the educational qualifications possessed.
Unlike professions such as medicine or law which require a practicing doctor or lawyer to possess valid
degrees, nowhere in the world it is mandatory for a manager to possess any such specific degree.
So, this feature of profession is not fully present in management.
(iii) Professional Association: There are several associations of practicing managers in India, like AH India
Management Association (AIMA). But legally, it is not compulsory for managers to be members of such an
association.
So, this feature of profession is not fullv present in management.
(iv) Ethical code of conduct: AIMA has laid down a code of conduct to regulate the activities of its members. But its
membership is not compulsory for all managers.
So, this feature of profession is not fullv present in management.
(v) Service motive: The basic motive of management of an organisation is profit maximisation. However, profit
maximisation as the objective of management does not hold true and is fast changing. Therefore, if an
organisation has good management team which is efficient and effective, it automatically serves society by
providing good quality products at reasonable prices.
Conclusion: Management is not a full-fledged profession like legal, accounting or medical professions because it does
not meet the exact criteria of a profession.
CommercEdge Head Office: 127, Zone II, MP Nagar, Bhopal |+91-9425584840|www.toprankers.com Page 10 of 13
COORDINATION
Concept of Coordination
Coordination is the process by which activities of different departments are synchronised to ensure unity of action.
For example, suppose in a pen manufacturing company, the sales department has received an order of 10000 units. It
cannot execute the order unless production department produces 10000 units. The production department cannot
produce 10000 units unless purchase department purchases raw materials and provides the same to the production
department. Thus, if production and sales plans are not properly coordinated, objectives in respect of these activities
of the enterprise cannot be efficiently accomplished.

Definitions of Coordination
1. "Coordination harmonises, synchronises and unifies individual efforts for. better action and for the achievement
of the business objectives."
— Henri Fayol
2. "Coordination is the process whereby an executive develops an orderly pattern of group efforts among his
subordinates and secures unity of action in the pursuit of common purposes."
— Mcfarland
3. "Coordination is balancing and keeping together the team by ensuring suitable allocation of tasks to the various
members and seeing that the tasks are performed with harmony among the members themselves."
-E.F.L.Brech
4. "Coordination is the orderly synchronisation of efforts of subordinates to provide proper amount, timing and
quality of execution towards the achievement of a common goal."
—Theo Haimann
Coordination is. not a separate function of management. It is the force that binds all other functions and thus,
called the essence of management.
The process of coordinating the activities begins at the planning stage in which the top management plans for
the entire organisation.
• At the organising stage, the organisational structure is developed as per plans.
• The staffing function is performed thereafter as per the structure developed in the organisational structure.
• Directing is then required to ensure that these plans are executed accordingly.
• Controlling function ensures that the deviations between actual and planned activities are taken care of.

Conclusion: Like a thread in a garland, coordination is a part of all management functions. Coordination synchronises
the efforts through all functions of management and ensures that the organisational objectives are achieved with a
minimum of conflict.

Need and Importance of Coordination

Coordination is important as it integrates the efforts of individuals, departments and specialists. The primary reason
for coordination is that individuals and departments in an organisation are interdependent, i.e. they depend on each
other for information and resources to perform their respective activities. Therefore, managers need to reconcile
differences in approach, timing, effort or interest. At the same time, there is a need to harmonise individual goals and
organisational goals.

The need for coordination arises because of the following reasons:

1. Growth in size: As an organisation grows in size, the number of people employed by it also increases. At times,
it may become difficult to integrate their efforts and activities. For management, .it is necessary to ensure that all
individuals work towards the common goals of the organisation. But employees may have their individual
goals also. Thus, for organisational efficiency it is important to. harmonise individual goals and organisational
CommercEdge Head Office: 127, Zone II, MP Nagar, Bhopal |+91-9425584840|www.toprankers.com Page 11 of 13
 goals through coordination.
2. Functional differentiation: In an organisation, there may be separate departments of production, finance,
marketing and human resource departments. All these departments have their own objectives, policies,
strategies, etc. So, there may arise conflict between them. For example, the marketing department's objective
may be to increase sales by 10 per cent by offering discounts. But, the finance department may not approve such
discounts as it means loss of revenue. Therefore, coordination is needed to ensure unity of action by acting as a
binding force between departments and to avoid conflicts between them.
3. Specialisation: In modern organisations, there is high degree of specialisation. Specialisation arises out of the
complexities of modern technology and the diversity of tasks to be performed. Therefore, organisations need to
employ a number of specialists. Specialists usually think that they only are qualified to evaluate, judge and
decide. They do not take advice or suggestions from other members of the organisation. This often leads to
conflict between them. Therefore, coordination is required to avoid conflict between the specialists and the
other members of the organisation.

Nature/Characteristics/Features of Coordination
1. Coordination integrates group efforts by unifying diverse interests. It gives a common focus to group effort to
ensure that the performance is according to the plans.
2. Coordination ensures unity of action by acting as a binding force between departments. It ensures that all
action is aimed at achieving the goals of the organisation.
3. Coordination is a continuous process. It begins at the planning stage and continues till controlling. Top
management plans for the entire organisation. According to these plans, the organisational structure is
developed and staffed. Directing is required for execution of plans. Controlling corrects the deviation between
planned standards and actual performance.
4. Coordination is an all-pervasive function. It is required at all levels of management and in all departments. It
integrates the efforts of different departments and different levels. The purchase, production, finance and sales
departmental efforts must be coordinated for achieving organisational objectives harmoniously.
5. Coordination is the responsibility of all managers.
• Top level managers need to coordinate with their subordinates to ensure that the overall policies of the
organisation are duly carried out
• Middle level management coordinates with both the top level and first line managers.
• Operational level management coordinates the activities of its workers to ensure that work proceeds
according to plans.
6. Coordination is a deliberate function: -A manager has to coordinate the efforts of different people in a
conscious and deliberate manner Cooperation in the absence of coordination may lead to wasted effort; and
coordination without cooperation may lead to dissatisfaction among employees.

CommercEdge Head Office: 127, Zone II, MP Nagar, Bhopal |+91-9425584840|www.toprankers.com Page 12 of 13
CommercEdge Head Office: 127, Zone II, MP Nagar, Bhopal |+91-9425584840|www.toprankers.com Page 13 of 13