 According to Harold Koontz,

"Management is the art of getting things done through and with people in
formally organised groups."
 According to Henri Fayol,
"To manage is to forecast and to plan, to organise, to command, to co-
ordinate and to control."
 According to Peter Drucker,
"Management is a multi-purpose organ that manages business and
manages managers and manages workers and work."
 According to Mary Parker Follet,
"Management is the art of getting things done through people."

Management is the process of planning, organising, actuating and controlling to

determine and accomplish the objectives by the use of people and resources.

Management brings together all Six Ms i.e. Men and Women, Money,
Machines, Materials, Methods and Markets. They use these resources for
achieving the objectives of the organisation such as high sales, maximum profits,
business expansion, etc.

1. Management is Universal: Management is required in every form of group

activity whether it is a family, a club, a govt., an army or a business enterprise; The
fundamental principles of management are applicable in all areas of organised effort.
Managers at all levels perform the same basic functions.
2. Management is Goal-Oriented: Management exists for the achievement of
specific objectives. It is a means towards the accomplishment of predetermined goals.
All activities of management are measured by the extent to which the desired objectives
are attained.

3. Management is Unifying Force: The essence of management lies in coordination

of individual efforts into a team. Management reconciles the individual goals with
organisational goals. As a unifying force, management creates a whole i.e. more than the
sum of individual parts. Management is a group activity.

4. Management is Social Process: The managers do not do the work themselves.

They get the work done through the workers. Management is done by people because it
is concerned with interpersonal relations. Human factor is the most important element
in management.

5. Management is Multidisciplinary Management has to deal with human

behaviour under dynamic condition. Therefore, it depends upon wide knowledge
derived from several disciplines like engineering, sociology, psychology, economics,
mathematics, anthropology, etc; The vase body of knowledge in management draws
heavily upon other fields of study.

6. Management is a continuous process: Management is a continuous or never

ending function. All the functions of management are performed continuously, for
example planning, organising, staffing, directing and controlling are performed by all
the managers all the time. Sometimes, they are doing planning, then staffing or
organising etc. Managers perform ongoing series of functions continuously in the
organisation.

7. Management is Intangible Management function cannot be physically seen but

its presence can be felt. The presence of management can be felt by seeing the
orderliness and coordination in the working environment. It is easier to feel the
presence of mismanagement as it leads to chaos and confusion in the organisation.

For example, if the inventory of finished products is increasing day by day it clearly
indicates mismanagement of marketing and sales.
8. Management is situational: Efficient management is always situational or
contingency management, because there is no any best way of doing things. A successful
manager must take into account situational differences.

9. Management is essentially an executive function: It deals with the active

direction and control of the active direction and control of the activities of the people to
attain predetermined objectives. Management is a technique by means of which the
objectives of human group are determined, clarified and accomplished. Management is
a creative organ.

10. Management is art as well as a science: Management contains a systematic

body of theoretical knowledge as well as the practical application of such knowledge.

11. Balancing effectiveness and efficiency: Effectiveness means achieving targets

and objectives on time. Efficiency refers to optimum or best utilisation of resources.
Management always tries to balance both and get the work done successfully. Only
effectiveness and only efficiency is not enough for an organisation: a balance must be
created in both.

12. Management is Pervasive: Management is a universal phenomenon. The use of

management is not restricted to business firms only it is applicable in profit-making,
non-profit-making, business or non-business organisations; even a hospital, school, club
and house has to be managed properly. Concept of management is used in the whole
world whether it is USA, UK or India.

13. Management is Multidimensional: Management does not mean one single

activity but it includes three main activities:

i. Management of work,

ii. Management of people &

iii. Management of operations

The term “Levels of Management’ refers to a line of demarcation between various

managerial positions in an organization. The number of levels in management increases
when the size of the business and work force increases and vice versa.
 The level of management determines a chain of command, the amount of
authority & status enjoyed by any managerial position. The levels of management can be
classified in three broad categories:

1. Top level / Administrative level

2. Middle level / Executory
3. Low level / Supervisory / Operative / First-line managers

Managers at all these levels perform different functions. The role of managers at all the
three levels is discussed below:

Top Level of Management: It consists of board of directors, chief executive or

managing director. The top management is the ultimate source of authority and it
manages goals and policies for an enterprise. It devotes more time on planning and
coordinating functions.

The role of the top management can be summarized as follows -

 Top management lays down the objectives and broad policies of the
enterprise.
 It issues necessary instructions for preparation of department budgets,
procedures, schedules etc.
 It prepares strategic plans & policies for the enterprise.
 It appoints the executive for middle level i.e. departmental managers.
  It controls & coordinates the activities of all the departments.
 It is also responsible for maintaining a contact with the outside world.
 It provides guidance and direction.
 The top management is also responsible towards the shareholders for the
performance of the enterprise.

Middle Level of Management The branch managers and departmental managers

constitute middle level. They are responsible to the top management for the functioning
of their department. They devote more time to organizational and directional functions.
In small organization, there is only one layer of middle level of management but in big
enterprises, there may be senior and junior middle level management.

Their role can be emphasized as -

 They execute the plans of the organization in accordance with the policies
and directives of the top management.
 They make plans for the sub-units of the organization.
 They participate in employment & training of lower level management.
 They interpret and explain policies from top level management to lower
level.
 They are responsible for coordinating the activities within the division or
department.
 It also sends important reports and other important data to top level
management.
 They evaluate performance of junior managers.
 They are also responsible for inspiring lower level managers towards
better performance.

Lower Level of Management:: Lower level is also known as supervisory / operative

level of management. It consists of supervisors, foreman, section officers,
superintendent etc. They are concerned with direction and controlling function of
management. Their activities include -

 Assigning of jobs and tasks to various workers.

 They guide and instruct workers for day to day activities.
  They are responsible for the quality as well as quantity of production.
 They are also entrusted with the responsibility of maintaining good
relation in the organization.
 They communicate workers problems, suggestions, and recommendatory
appeals etc to the higher level and higher level goals and objectives to the
workers.
 They help to solve the grievances of the workers.
 They supervise & guide the sub-ordinates.
 They are responsible for providing training to the workers.
 They arrange necessary materials, machines, tools etc for getting the
things done.
 They prepare periodical reports about the performance of the workers.
 They ensure discipline in the enterprise.
 They motivate workers.
 They are the image builders of the enterprise because they are in direct
contact with the workers.

Management is a challenging job. It requires certain skills to accomplish such a

challenge. Thus, essential skills which every manager needs for doing a better
management are called as Managerial Skills.

According to Professor Robert Katz, there are three managerial skills, viz.,

1. Conceptual Skills,
2. Human Relations Skills, and
3. Technical Skills.

According to Prof. Robert Katz, all managers require above three managerial skills.
However, the degree (amount) of these skills required varies (changes) from levels of
management and from an organisation to organisation.
 .

The above picture or diagram shows the managerial skills which are required by
managers working at different levels of management. The top-level managers require
more conceptual skills and less technical skills. The lower-level managers require more
technical skills and fewer conceptual skills. Human relations skills are required equally
by all three levels of management.

1. Conceptual Skills

 Conceptual skill is the ability to visualise (see) the organisation as a whole.

 It includes Analytical, Creative and Initiative skills. It helps the manager to
identify the causes of the problems and not the symptoms. It helps him to solve
the problems for the benefit of the entire organisation.
 It helps the manager to fix goals for the whole organisation and to plan for every
situation.
 According to Prof. Robert Katz, conceptual skills are mostly required by the top-
level management because they spend more time in planning, organising and
problem solving.

2. Human Relations Skills

 Human relations skills are also called Interpersonal skills.

 It is an ability to work with people.
 It helps the managers to understand, communicate and work with others. It also
helps the managers to lead, motivate and develop team spirit.
  Human relations skills are required by all managers at all levels of management.
This is so, since all managers have to interact and work with people.

3. Technical Skills

 A technical skill is the ability to perform the given job.

 Technical skills help the managers to use different machines and tools.
 It also helps them to use various procedures and techniques.
 The low-level managers require more technical skills. This is because they are
incharge of the actual operations.
 Apart from Prof. Robert Katz's three managerial skills, a manager also needs
(requires) following additional managerial skills.

Other skills includes

4. Communication Skills

 Communication skills are required equally at all three levels of management.

 A manager must be able to communicate the plans and policies to the workers.
 Similarly, he must listen and solve the problems of the workers.
 He must encourage a free-flow of communication in the organisation.

5. Administrative Skills

 Administrative skills are required at the top-level management.

 The top-level managers should know how to make plans and policies.
 They should also know how to get the work done.
 They should be able to co-ordinate different activities of the organisation.
 They should also be able to control the full organisation.

6. Leadership Skills

 Leadership skill is the ability to influence human behaviour.

 A manager requires leadership skills to motivate the workers.
  These skills help the Manager to get the work done through the workers.

7. Problem Solving Skills

 Problem solving skills are also called as Design skills.

 A manager should know how to identify a problem.
 He should also possess an ability to find a best solution for solving any specific
problem.
 This requires intelligence, experience and up-to-date knowledge of the latest
developments.

8. Decision Making Skills

 Decision-making skills are required at all levels of management.

 However, it is required more at the top-level of management.
 A manager must be able to take quick and correct decisions.
 He must also be able to implement his decision wisely.
 The success or failure of a manager depends upon the correctness of his
decisions.

Manager performs different roles. Formal authority gives rise to 3 interpersonal roles
and 3 informational roles. And the two sets of roles enable the manager to play the 4
decisional roles.

1. Interpersonal Roles

Three of the managers’ roles involve basic interpersonal relationships:

i. Figurehead role: Every manager must perform some duties of a ceremonial

nature (e.g., the president greets the touring dignitaries, the sales manager takes
an important customer to lunch). These activities are important to the smooth
functioning of an organization.
 ii. Leader role: This role involves leadership directly (e.g., the manager is
responsible for hiring and training his own staff). The leader role encompasses
relationships with subordinates, including motivation, communication, and
influence.
iii. Liaison role: in which the manager makes contacts inside and outside the
organization with a wide range of people: subordinates, clients, business
associates, government, trade organization officials, and so on.

2. Informational Roles

The processing of information is a key part of the manager's job. Three roles describe
the informational aspects of managerial work:

i. Monitor role: This role involves seeking current information from many
sources. For example, the manager perpetually scans his environment for
information, interrogates liaison contacts and subordinates and receives
unsolicited information.
ii. Disseminator role: In their disseminator role, managers pass information to
other, both inside and outside the organization.
iii. Spokesperson role: In their spokesman role, managers send some of their
information to people outside the organization about company policies, needs,
actions, or plans.

3. Decisional Roles: The manager plays the major role in his unit's decision-making
system. Four roles describe the decisional aspects of managerial work:

i. Entrepreneur role: In his entrepreneur role, managers search for

improvement his unit to adopt it to changing conditions in the environment.
ii. Disturbance handler role: This role involves responding to high-pressure
disturbances. For example, manager must resolve conflicts among subordinates
or between manager's department and other departments.
iii. Resource allocator role: In their resource allocator role, managers make
decisions about how to allocate people, budget, equipment, time and other
resources to attain desired outcomes.
iv. Negotiator role: The negotiations are duties of the manager's job. These
activities involve formal negotiations and bargaining to attain outcomes for the
manager's unit responsibility.

Management has been described as a social process involving responsibility for

economical and effective planning & regulation of operation of an enterprise in the
fulfillment of given purposes. It is a dynamic process consisting of various elements and
activities. These activities are different from operative functions like marketing, finance,
purchase etc. Rather these activities are common to each and every manger irrespective
of his level or status.

Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands

for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-
ordination, R for reporting & B for Budgeting. But the most widely
accepted are functions of management given by KOONTZ and O’DONNEL
i.e. Planning, Organizing, Staffing, Directing and Controlling.

For theoretical purposes, it may be convenient to separate the function of

management but practically these functions are overlapping in nature i.e. they are
highly inseparable. Each function blends into the other & each affects the performance
of others.
1. Planning

 It is the basic function of management. It deals with chalking out a future course
of action & deciding in advance the most appropriate course of actions for
achievement of pre-determined goals.
 According to KOONTZ, “Planning is deciding in advance - what to do, when to do
& how to do. It bridges the gap from where we are & where we want to be”.
 A plan is a future course of actions. It is an exercise in problem solving & decision
making.
 Planning is determination of courses of action to achieve desired goals.
 Thus, planning is a systematic thinking about ways & means for accomplishment
of pre-determined goals.
 Planning is necessary to ensure proper utilization of human & non-human
resources.
 It is all pervasive, it is an intellectual activity and it also helps in avoiding
confusion, uncertainties, risks, wastages etc.

2. Organizing

 It is the process of bringing together physical, financial and human resources and
developing productive relationship amongst them for achievement of
organizational goals.
 According to Henry Fayol, “To organize a business is to provide it with everything
useful or its functioning i.e. raw material, tools, capital and personnel’s”.
 To organize a business involves determining & providing human and non-human
resources to the organizational structure. Organizing as a process involves:
 Identification of activities.
 Classification of grouping of activities.
 Assignment of duties.
 Delegation of authority and creation of responsibility.
 Coordinating authority and responsibility relationships.
3. Staffing

 It is the function of manning the organization structure and keeping it manned.

 The main purpose o staffing is to put right man on right job i.e. square pegs in
square holes and round pegs in round holes
 Staffing has assumed greater importance in the recent years due to advancement
of technology, increase in size of business, complexity of human behavior etc.
Staffing involves:
 Manpower Planning (estimating man power in terms of searching, choose
the person and giving the right place).
 Recruitment, Selection & Placement.
 Training & Development.
 Remuneration.
 Performance Appraisal.
 Promotions & Transfer.

4. Directing

 It is that part of managerial function which actuates the organizational methods

to work efficiently for achievement of organizational purposes.
 It is considered life-spark of the enterprise which sets it in motion the action of
people because planning, organizing and staffing are the mere preparations for
doing the work.
 Direction is that inert-personnel aspect of management which deals directly with
influencing, guiding, supervising, motivating sub-ordinate for the achievement of
organizational goals.
 Direction has following elements:
 Supervision
 Motivation
 Leadership
 Communication
 Supervision- implies overseeing the work of subordinates by their
superiors. It is the act of watching & directing work & workers.
  Motivation- means inspiring, stimulating or encouraging the sub-
ordinates with zeal to work. Positive, negative, monetary, non-
monetary incentives may be used for this purpose.
 Leadership- may be defined as a process by which manager
guides and influences the work of subordinates in desired direction.
 Communication- is the process of passing information,
experience, opinion etc from one person to another. It is a bridge of
understanding.

5. Controlling

 It implies measurement of accomplishment against the standards and correction

of deviation if any to ensure achievement of organizational goals.
 The purpose of controlling is to ensure that everything occurs in conformities
with the standards.
 An efficient system of control helps to predict deviations before they actually
occur.
 According to Theo Haimann, “Controlling is the process of checking whether or
not proper progress is being made towards the objectives and goals and acting if
necessary, to correct any deviation”.
 According to Koontz & O’Donell “Controlling is the measurement & correction of
performance activities of subordinates in order to make sure that the enterprise
objectives and plans desired to obtain them as being accomplished”. Therefore
controlling has following steps:
 Establishment of standard performance.
 Measurement of actual performance.
 Comparison of actual performance with the standards and finding out
deviation if any.
 Taking Corrective action.

Henry Fayol, a famous industrialist of France, has described fourteen principles of

management in his book General and Industrial Management.
 While presenting the principles of management Fayol has kept two things in
mind. Firstly, the list of the principles of management should not be long but should be
suggestive and only those principles should be explained which become applicable in
most of the situations. Secondly, the principles of management should be flexible and
not rigid so that changes can be made in them in case of need.

The fourteen principles given by Fayol are as under:

1. Division of Work

2. Authority and Responsibility

3. Discipline

4. Unity of Command

5. Unity of Direction

6. Subordination of Individual Interest

7. Remuneration

8. The Degree of Centralization

9. Scalar Chain

10. Order

11. Equity

12. Stability of Tenure of Personnel 13. Initiative

14. Esprit de Corps

1. Division of Work: According to this principle the whole work is divided into small
tasks.The specialization of the workforce according to the skills of a person , creating
specific personal and professional development within the labor force and therefore
increasing productivity; leads to specialization which increases the efficiency of labor.
By separating a small part of work, the workers speed and accuracy in its performance
increases. This principle is applicable to both technical as well as managerial work.

2. Authority and Responsibility Authority means the right of a superior to give

order to his subordinates; responsibility means obligation for performance. This
principle suggests that there must be parity between authority and responsibility. They
are co-existent and go together, and are two sides of the same coin. And the authority
must be commensurate with responsibility.

3.Discipline: Discipline refers to obedience, proper conduct in relation to others,

respect of authority, etc. It is essential for the smooth functioning of all organizations.
This will also help shape the culture inside the organization. Discipline is absolutely
necessary functioning of all enterprises.

4. Unity of Command This principle states that each subordinate should receive
orders and be accountable to one and only one superior. If an employee receives orders
from more than one superior, it is likely to create confusion and conflict. Unity of
Command also makes it easier to fix responsibility for mistakes. And the authority
should be commensurate with responsibility

5. Unity of Direction All those working in the same line of activity must understand
and pursue the same objectives. All related activities should be put under one group,
there should be one plan of action for them, and they should be under the control of one
manager. It seeks to ensure unity of action, focusing of efforts and coordination of
strength.

6. Subordination of Individual Interest: The management must put aside

personal considerations and put company objectives firstly. Therefore the interests of
goals of the organization must prevail over the personal interests of individuals.

7. Remuneration: Workers must be paid sufficiently as this is a chief motivation of

employees and therefore greatly influences productivity. The quantum and methods of
remuneration payable should be fair, reasonable and rewarding of effort. Remuneration
is paid to worker as per their capacity and productivity. The main objective of an
organization is to maximize the wealth and the net profit as well. For this purpose, the
organization has to pay wages, salary, and benefit to their staff properly and
scientifically so that organizational efficiency can be ensured.

8. The Degree of Centralization The amount of power wielded with the central
management depends on company size. Centralization implies the concentration of
decision making authority at the top management. Sharing of authority with lower levels
is called decentralization. The organization should strive to achieve a proper balance.

9. Scalar Chain

Scalar Chain refers to the chain of superiors ranging from top management to the lowest
rank. The principle suggests that there should be a clear line of authority from top to
bottom linking all managers at all levels. It is considered a chain of command. It
involves a concept called a "gang plank" using which a subordinate may contact a
superior or his superior in case of an emergency, defying the hierarchy of control.
However the immediate superiors must be informed about the matter.

10. Order Social order ensures the fluid operation of a company through authoritative
procedure. Material order ensures safety and efficiency in the workplace. Order should
be acceptable and under the rules of the company

11. Equity Employees must be treated kindly, and justice must be enacted to ensure a
just workplace. Managers should be fair and impartial while dealing with employees,
giving equal attention towards all employees.

12. Stability of Tenure of Personnel The period of service should not be too short
and employees should not be moved from positions frequently. An employee cannot
render useful service if he is removed before he becomes accustomed to the work
assigned to him.

13. Initiative Using the initiative of employees can add strength and new ideas to an
organization. Initiative on the part of employees is a source of strength for organization
because it provides new and better ideas. Employees are likely to take greater interest in
the functioning of the organization.
14. Esprit de Corps This refers to the need of managers to ensure and develop morale
in the workplace; individually and communally. Team spirit helps develop an
atmosphere of mutual trust and understanding. Team spirit helps to finish the task on
time.

Management is the oldest of arts and the youngest of sciences. This explains the
changing nature of management.

As a science, management has the following characteristics

1. Management is a systematized body of knowledge and its principles have evolved

on the basis of observation.
2. The kind of experimentation (as in natural sciences) cannot be accompanied in
the area of management since management deals with the human element.
3. In management, it is not possible to define, analyse and measure phenomena by
repeating the same conditions over and over again to obtain a proof.

As an Art, management has the following characteristics,

1. Management while performing the activities of getting things done by others is

required to apply the knowledge of certain underlying principles which are
necessary for every art.
2. Management gets perfection in the art of managing only through continuous
practice.
3. Management implies capacity to apply accurately the knowledge to solve the
problems, to face the situation and to realize the objectives fully and timely.

The science of management provides certain general principles which can guide the
managers in their professional effort. The art of management consists in tackling every
situation in an effective manner.
The social responsibility of business means various obligations or responsibilities or
duties that a business-organization has towards the society within which it exists and
operates from.

Generally, the social responsibility of business comprises of certain duties towards

entities, which are depicted and listed below.

1. Shareholders or investors who contribute funds for business.

2. Employees and others that make up its personnel.
3. Consumers or customers who consume and/or use its outputs (products and/or
services).
4. Government and local administrative bodies that regulate its commercial
activities in their jurisdictions.
5. Members of a local community who are either directly or indirectly influenced by
its activities in their area.
6. Surrounding environment of a location from it operates.
7. The general public that makes up a big part of society.

The core objectives of social responsibility of business are as follows:

1. It is a concept that implies a business must operate (function) with a firm
mindset to protect and promote the interest and welfare of society.
 2. Profit (earned through any means) must not be its only highest objective else
contributions made for betterment and progress of a society must also be given a
prime importance.
3. It must honestly fulfill its social responsibilities in regard to the welfare of society
in which it operates and whose resources & infrastructures it makes use of to earn
huge profits.
4. It should never neglect (avoid) its responsibilities towards society in which it
flourishes.

Now let's discuss how the survival, growth and success of business are linked and
dependent on sincere execution of its social responsibilities.

1. Responsibility towards Shareholders or investors

Social responsibility of business towards its shareholders or investors is most important

of all other obligations.

 If a business satisfies its funders, they are likely to invest more money in a
project.
 As a result, more funds will flow in and the same can be utilized to modernize,
expand and diversify the existing activities on a larger scale. H
 appy financiers can fulfill the rising demand of funds needed for its growth and
expansion.

2. Responsibility towards Personnel

Social responsibility of business towards its personnel is important because they are the
wheels of an organization. Without their support, the commercial institution simply
can't function or operate.

 If a business takes care of the needs of its human resource (for e.g. of office staff,
employees, workers, etc.) wisely, it will boost the motivation and working spirit
within an organization.
 A happy employee usually gives his best to the organization in terms of quality
labor and timely output than an unsatisfied one.
  A pleasant working environment helps in improving the efficiency and
productivity of working people.
 A good remuneration policy attracts new talented professionals who can further
contribute in its growth and expansion.
 Thus, if personnel is satisfied, then they will work together very hard and aid in
increasing the production, sales and profit.

3. Responsibility towards Consumers or customers

 Social responsibility of business towards its consumers or customers matters a lot

from sales and profit point of view. Its success is directly dependents on their
level of satisfaction. Higher their rate of satisfaction greater is the chances to
succeed.
 If a business rolls out good-quality products and/or delivers better quality
services that too at reasonable prices, then it is natural to attract lots of
customers.
 If the quality-price ratio is maintained well and consumers get worth for their
money spend, this will surely satisfy them. In a long run, customer loyalty and
retention will grow, and this will ultimately lead to profitability.

4. Responsibility towards Government

 Social responsibility of business towards government's regulatory bodies or

agencies is quite sensitive from the license's point of view. If permission is not
granted or revoked abruptly, it can result in huge losses to an organization.
Therefore, compliance in this regard is necessary.
 Furthermore, a business must also function within the demarcation of rules and
policies as formulated from time to time by the government of state or nation. It
should respect laws and abide by all established regulations while performing
within the jurisdiction of state.
 Some examples of activities a business can do in this regard:

 Licensing an organization,
 Seeking permissions wherever necessary,
 Paying fair taxes on time,
  Following labor, environmental and other laws, etc.
 If laws are respected and followed, it creates a goodwill of business in eyes of
authorities. Overall, if a government is satisfied it will make favorable commercial
policies, which will ultimately open new opportunities and finally benefit the
organization sooner or later.
 Therefore, satisfaction of government and local administrative bodies is equally
important for legal continuation of business.

5. Responsibility towards Local community

 Social responsibility of business towards the local community of its established

area is significant. This is essential for smooth functioning of its activities without
any agitations or hindrances.
 A business has a responsibility towards the local community besides which it is
established and operates from. Industrial activities carried out in a local-area
affect the lives of many people who reside in and around it. So, as a compensation
for their hardship, an organization must do something or other to alleviate the
intensity of suffering.
 As a service to the local community, a business can build:

 A trust-run hospital or health center for local patients,

 A primary and secondary school for local children,
 A diploma and degree college for local students,
 An employment center for recruiting skilled local people, etc.
 Such activities to some-extend may satisfy the people that make local community
and hence their changes of agitations against an establishment are greatly
reduced. This will ensure the longevity of a business in a long run.

6. Responsibility towards Environment

 Social responsibility of business with respect to its surrounding environment

can't be sidelined at any cost.
 It must show a keen interest to safeguard and not harm the vitality of the nature.
 A business must take enough care to check that its activities don't create a
negative impact on the environment.
7. Responsibility towards Public:

 Finally, social responsibility of business in general can also contribute to make

the lives of people a little better.
 Some examples of services towards public include:

 Building and maintaining devotional or spiritual places and gardens for

people,
 Sponsoring the education of poor meritorious students,
 Organizing events for a social cause, etc.
 Such philanthropic actions create a goodwill or fame for the business-
organization in the psyche of general public, which though slowly but
ultimately pay off in a due course of time.
 The world is recognizing the importance of social responsibility of
business.