fahion design
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Fashion design (Managment skills-351-1)TRANSCRIPT
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INDEX
Unit I ................................................................... 3
Lesson 1: Management ........................................ 4
Lesson 2: Planning............................................. 12
Lesson 3: Coordination ...................................... 25
Unit - II ............................................................. 32
Lesson 4: Motivation .......................................... 33
Lesson 5: Delegation of Authority ...................... 39
Unit - III ............................................................ 47
Lesson 6: Departmentation ................................ 48
Lesson 7: Communication .................................. 52
Unit IV ............................................................... 62
Lesson 8: Leadership ......................................... 63
Lesson 9: Controlling ......................................... 68
Lesson 10: Directing .......................................... 75
Unit V ................................................................ 80
Lesson 11: Advertising ...................................... 81
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Unit I
Lesson 1:- Management
Lesson 2:-Planning
Lesson 3:-Co-ordination
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Lesson 1: Management
Objective:
In this lesson the students will explore the meaning and scope of management.
Structure:
1.0 Introduction
1.1 Concept of Management 1.2 Nature and Characteristics of Management
1.3 Principles of Management
1.0 Introduction
The basic unit of society is individual but no
individuals can satisfy all his desires himself so he
unites with his fellow beings in an organised group for achieving what he cannot do individually. Human
beings are surrounded by organised groups of many
kinds, viz., a family, a play group, a work group, a school, a business firm, a government, etc.
An organisation is a set of people working together
to achieve common goals. Wherever there is an
organised group of people working towards a common goal, some type of management becomes
essential. . No organisation can run successfully
unless there is someone to manage its activities.
"Organisation" specifies a set of people to achieve
common goals where group activities are co-
ordinated and some type of management is required. If an organisation has no management at
all, enemy individual will perform his own duties and
the result will be utter confusion where people will
be managing their own affairs and will be responsible for nothing else other than their own
jobs.
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Management is an essential part of any group
activity. It is a primary force within the group or
organisation which tends to lead it towards the
group goal. Management is required to plan, organise, co-ordinate and control the affairs of the
organisation. It brings the human and material
resources together and motivates the people for the achievement of the objectives of the organisation.
Without management, resources of production
remain resources merely and never become
production.
Management is a primary part of group activity and
teach to achieve the common goal. Management is
required to
Plan
Organise
Co-ordinate &
Control the Affairs
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(Management is the body of knowledge and its practice)
Art of getting things done
Concept of Scientific Principles of Management
Art and Science ofDecision Making and Leadership
Management as a Discipline
Manager as a Noun :(Management refers to all those persons who manage)
Board of Director
Managing Director
Chief Executive
General Manager
Functional Managers
Supervisors Labourers
Management Flow ChartSkills
As a process(Management is what a manager does)
Planning
Organising
Staffing
Directing
Co-ordinating
Controlling
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The concept of management was developed to
coordinate the functions of an organisation, getting
things done through others – Developing the leadership quality and confidence of decision making
for better “PROFITABILITY AND PRODUCTIVITY” of
the Organisation.
1.1 Concept of Management
The concept of management was developed to
coordinate the functions of an organisation, getting
things done through others – Developing the leadership quality and confidence of decision making
for better “PROFITABILITY AND PRODUCTIVITY” of
the Organisation.
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"MANAGEMENT CONCEPT"
FLOW CHART
1.2 Nature and Characteristics of
Management:
Each definition of Management shows one
emphasised area of work, but if taken the nutshell
of all definition into the characteristic of Management, the following would emerge as the
main features to be taken care of.
1. Management is a group activity:
No individual can satisfy or perform the jobs
individually to reach the management targets,
hence it becomes mandatory to perform in a group
activity.
Eg : In an export house from senior merchandiser to
cutters it has to be a group activity else shipments
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wont be completed on time and they will reflect
upon losses for the management.
2. Management is goal oriented:
Effective management is always "Management by Objectives". Rightly said as without an aim, or
objective no work process will have initiative and
targets to achieve.
3. Management is a factor of production:
That is not an end to itself but a mean to achieve
the group objective. Just as land, labour and capital
are factors of production.
4. Management is universal in character:
Management is applicable in all types of
organisations whether social, business, cultural, sports, religious, educational, military or political,
the basis principals are universal in character.
5. Management is needed at all levels of organisation:
Management is needed at all levels of the
organisation whether top level; middle level, the
difference at the levels i.e. only with nature of task and scope of authority.
6. Management is a distinct process:
Management is a distinct process to determine the processes through human beings and other
resources. The process of management consists of
functions like planning, organising, directing, controlling, staffing, motivating and co-ordinating.
7. Management is a social process:
Management consist of getting things done through
others. The efforts of human beings have to be directed and co-ordinated in order to achieve the
best results.
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8. Management is a system of Authority:
Management reflects rule making and rule enforcing
body. Authority is an essential part of Management
which has the power of getting the work done from others or compel them to work in a particular
manner.
9. Management is a dynamic function:
Management is a never ending functions, it has to
perform continuously keeping in track with the
charges and upgradation with flexibility to achieve
the best results in every sphere.
10. Management is an art as well as
science:
Management is a science as it has developed certain principles which are of universal application. The
result of Management depends upon the personal
skills of Managers and this is an art.
11. Management is a profession:
In present scenario management is recognised as a
profession. It has a systematic and specialised body
of knowledge consisting of principles, a technique can be taught as a separate discipline.
12. Management is intangible:
Management is intangible _ It can be felt in the form of results and not seen.
1.3 Principles of Management
Business to manage with different aspects of
Management has become very complex these days, as Managers are expected to deal with number of
problems in day-to-day working. To increase the
efficiency and have a coordinated effort to achieve Management targets Management Principles were
developed so that Managers could follow guidelines
and prove to be better managers for a better
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tomorrow. These principles are the real exercises
where problems were faced and the better achieve
results were developed into the principles.
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Lesson 2: Planning
Objective
In this lesson the students will understand the
types and role of planning in management.
Structure
2.0 Introduction
2.1 Definitions
2.2 Nature or Characteristics of Planning 2.3 Six P‟s of Planning
2.4 Needs for Planning
2.5 Principle of Planning 2.6 Characteristic of a Good Plan
2.7 Types of Planning
2.8 Advantages of Planning
2.9 Limitation of Planning
2.0 Introduction
Planning helps in determining the course of action to be followed for achieving various organisational
objectives. It's a decision in advance; what to do,
how to do and who will do a particular task.
Planning is a process, which in one line could be defined as `Think before act'.
2.1 Definitions
To some planning means everything a person does, to others it's specific activity. To clear the meaning
of planning, some definitions have been dismissed.
Hart: "The determination in advance of a line of
action by which certain results are to be achieved is planning". According to Hort, Planning is the
deciding of a course of action required for reaching
organisational goals. The line of action is decided in
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advance so that actual execution become easy later
on.
Alfred and Beauty: `Planning is the thinking
process, the organised forecast, the vision based on fact and experiences that is required for intelligent
action. Planning is a process in which decision are
taken in advance. The pros and cons of the decisions and their implication in future are
discussed before head. A wrong decision may create
difficulties for the management and may result in
financial loss too.
2.2 Nature or Characteristics of
Planning
a) Planning, an Intellectual Process: –
Planning is essentially an Intellectual process; its
mental is nature. A planner has to think about
following expects.
A decision on these aspects will depend upon capabilities of the decision maker. A proper planning
can make the organisation. Whereas Improper mar
on organisation
How is it tobe done ?
When is it tobe done ?
By whom is itto be done ?
What is it tobe done ?
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Planning is an integral part of management.
Especially in fashion world it is very essential. To
complete a certain order in a time period of say
three months lot of planning needs to be done in terms of proper infrastructure, staffing budget,
delegated, responsibility etc. The following
discussion will explain the nature of planning.
b) Primary of Planning
Without proper planning no management functions
can be performed systematically. How can a director
of an export house commit to dispatch a shipment in three months without proper planning. It can be
said that planning is the function that needs to be
done first of all.
The function like organising, staffing, Directing, controlling will overlap. It‟s not that the other can
start only when first is completed. There may be a
need for replanning or adjustment of planning. Controlling is one function which goes side by side
with planning. One is incomplete without the others
c) Planning: A Rational Approach
Planning process is a rational approach to the achieving of organisational goals. An action is
rational it is objectively and intelligently decided.
For eg. before accepting the order from the clients, the organisation has to plan the feasibility of the
Planning
Controlling
Directing Staffing
Organising
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order in terms infrastructure, labour, raw material,
time period etc
d) Focus on Objectives
An organisation employs a number of persons. Each one of them has different personality and attitude.
Planning focuses on setting up organisational
objectives and suggest ways to achieve them. For eg. If 3 lakh pieces of a garment have to be
prepared in six months, planning will show the path
of how to do so.
e) Leads to Efficiency and Economy
Planning includes the efficient utilisation of various
resources like capital, labour, machines, materials
etc. An effort is made to achieve organisational goals with minimum resources. Planning helps in
controlling duplication of efforts which also ensures
economy.
f) Limiting Factors
While planning limiting factors like money,
manpower, materials, market etc. should be
considered. If these factors are ignored then planning is bound to fail. The planning should start
early after considering the availability of limiting
factors.
g) Coordination
Coordination is essential for harmonious working of the organisation. Planning coordinates the what,
who, how, why and where of planning. In absence
of planning, different segments of the organisation may pursue different objectives.
h) Flexibility
Planning process should be adaptable to the changing business environment. Planning is a
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dynamic process and it adjusts with the needs and
requirements of the situations.
i) Realistic
Planning is based on future forecasts. Thought the future is always uncertain but the prediction should
be as realistic as possible. The objectives should not
be based on wishful thinking because then it will not be possible to achieve the goals.
j) Planning in Continuous
Planning is always uncertain and subject to revision
and amendment as new facts become known. Even in execution of planning there may be a charge in
settings and conditions which will leads to alteration
of plans.
2.3 Six P’s of Planning
Planning
These six P‟s state the fundamental requirement of
Planning. These P‟s are discussed as under :–
1. Purpose
An effective planning requires a clear understanding
of the purpose of planning. The purpose of an
organisation may be to increase profit or introduce more products etc.
2. Philosophy
It starts the beliefs as to how the organisations
purpose is to be achieved. The philosophy of an organisation may be based on profitability though
quality or increasing turnover through consumer
Purpose Philosophy Promise Policies Plas Priorities
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satisfaction etc. For long term survival and growth
the philosophy must adopt ethical conduct.
3. Promise
It‟s an assessment of strengths and weakness of the organisation based on the knowledge and
assumption of environment. By knowing strength
and weakness of the organisation management can deal with changing environment in a more effective
way.
4. Policies
Policies are the general statements for the guidance of the personnel. They are guidelines and limitation
which helps in management action and thinking. An
organisation can have marketing policies, production policies, financial policies etc.
5. Plans
These are the objectives and action statements. Objectives are the goal of an organisation and
action statement are means to achieve them. Plans
guides us for reaching goals and helping in knowing
the progress at different stages.
6. Priorities
An organisationmust fix goal priorities, because the
resources of finance, materials, personnel etc. are limited and these are to be allocated as per the
priorities set. The high priority goal will have
preference for allocation of resources.
2.4 Needs for Planning
Planning is first step in management. The increased
competition, changing consumer preferences have
necessitated the need for planning. Following reasons emphasises need for planning.
1. Essential for modern business
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The growing complexities of modern business, rapid
technological changes necessitate planning not only
in current outlook but also in the future
environment.
2. Related to performance
Planning help in setting goals for each function and
for each employee. The organisation having formal planning have performed better as compared to
those where planning is not taken up as a regular
activity.
3. Focus on objective
Objectives provide a direction and all planning
decisions are directed towards achieving them. It
ensure maximum utilisation of managerial time and efforts.
4. Proper Allocation of resources
The allocation of resources has to be properly planned thus, minimising wastage and ensuring
optional utility of these resources.
5. Facilitates Control
Planning can be used to devise a Mechanism of control. There can be targets and their comparison
with actual performance on being the notice any
deviation.
6. Helpful in decision making
Some planning helps in specifying the actions to be
taken for achieving organisational objection. It serves as a basis for decision-making for the future.
7. Avoiding business failures
Through proper planning business failure chances
are considerably reduced. A bad planning may result into wastage of human oral physical resources.
2.5 Principle of Planning
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A no. of fundamental principles have been devised
over years for undertaking planning.
1. Principle of contribution to objectives
All types of plans are prepared to achieve the objectives of the organisation. Planning is used as a
means to reach the goals.
2. Principle of Primary of Planning
Planning is first function to be undertaken in any
organisation. Organisation has to plan first and then
proceed to carry out other functions.
3. Principle of Alternatives
Planning process involves developing of many
alternatives and then selecting one which will help
in achieving desired business goals. In absence of alternatives planning gets difficult.
4. Principle of Timing
Planning is useless without proper time management. Time allocation should be done before
starting the projects.
5. Principle of commitment
There should be a time frame for meeting the commitments made. This will ensure the achieving
of targets in time.
2.6 Characteristic of a Good Plan
A good plan will be that which helps in achieving
objective of an enterprise. A good plan should have
the following characteristics: _
1. Clear objective
If goals are clear then there will be no confusion or chaos. The objective should be clear, definite and
accurate.
2. Proper understanding
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A good plan is that which is well understood by
those who are to execute them.
3. Comprehensive
A good plan should cover each and every aspect of
the business for proper fulfilment of objectives.
4. Flexible
A plan should be flexible to accommodate future
uncertainties. A flexible plan will be one which will
smoothly adjust requirement of changing condition.
5. Economical
The cost evolved in planning should be as economical as possible, depending upon the
resources available with the organisation.
2.7 Types of Planning
Plans may be classified into several types: _
A. Administrative Planning & Operative Planning
Administrative planning is concerned with
determining the bases of action for a period of time for the whole business as well as for various
segments of it. These plans provide guidelines to
operational plans.
Operational planning determines the bases of action for undertaking work. These plans are related to the
actual execution of work. Operative plan are
generally for a short period of time and are prepared at lower level management.
B. Long term, medium term and short term
planning
A long term planning set long term goals for the
firm and proceeds to formulate specific plans for
attaining these goals. This planning may be for a
period of five, ten or twenty years. It generally
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deals with Manpower planning, financial resources,
Product planning etc.
Medium term planning is for two to five years.
The areas covered in medium term planning are same and for long term planning. The details of
various plans are worked out for their proper
implementation.
Short term planning is concerned with
determining short term activities to accomplish long
range results. These plans are generally for one
year period. The department like production and marketing may develop quarterly or monthly
operating results.
C. Strategic and Tactical Planning
The main objective of strategic planning is set,
strategies are advised, policies are laid down.
Planning sets the direction in which the business will grow. It keeps in view the moves of competition,
market factors, consumer preferences, life cycle of
the product etc.
Tactical plans are to support strategic plans wherein some difficulty is faced in its implementation. Any
changes in internal organisation and external
environment have to be met through tactical plans. For e.g. there is a sudden change in prices of
products difficulty in procuring raw materials etc.
are taken care through strategic planning.
D. Standing and ad-hoc planning
Standing plans are meant to be used over and over
again. They are permanent in nature. These plans
provide ready made answers to a situation. Examples of standing planning are
1. Policies
2. Procedures
3. Methods
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4. Rules.
Ad-hoc plans are generally for specific matters.
These plans are prepared only when some need
arises. Different situations require different methods of tackling them. So, ad-hoc plan for one situation
cannot be used in another situation.
2.8 Advantages of Planning
Planning is one of the crucial functions of
management. It's basic to all other functions of
management. There will not be proper organisation
and direction without proper planning. Planning is important for the following reasons: _
1. Attention on objectives
Planning helps in clearly laying down adjectives of the organisation. The whole attention of
management is given towards the achievement of
these objectives.
2. Minimising Uncertainties
Planning certainly minimises future uncertainties by
leasing its decision on past experiences and present
situation.
3. Better Utilisation of Resources
Another advantage of planning is the better
utilisation of resources of the business. All resources are put to best possible uses.
4. Economy in Operations
The operations selected being letter among possible
alternatives, there is an economy in operation. The method of trial and error is avoided and resources
are not wasted in making choices.
5. Better Coordination
The objective of the organisation being common.
Planning will lead to better coordination in the
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organisation which will ultimately lead to better
results.
6. Encourage Innovation and creativity
Planning helps innovative and creative thinking among planners because they will think many new
things while planning.
7. Management by Exception Possible
Management by exception means that management
should not be involved in each and every activity.
By the introduction of Management by exception,
Managers are given more time for planning the activities rather than washing their time in directing
day-to-day work.
8. Facilitate Delegation
Under planning process, delegation of powers of
authority is facilitated through planning process.
2.9 Limitation of Planning
Every coin has two faces. Similarly despite of many advantages there are certain disadvantages of
planning which are mentioned as under:
1. Lack of Reliable Data
Planning is leased on various facts and figures
supplied to the planners. If the data on which
decision are based are not reliable then decision based on such information will also be unreliable.
2. Time Consuming Process
Practical utility of planning is sometime reduced by
the time factor. Under certain circumstances an urgent action is needed then one can't wait for the
planning process to complete.
3. Expensive
Planning process is very expensive. The gathering of
information and testing of various courses of action
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involve greater amount of money. The utility
derived from planning in no case should be less than
expenditure incurred on it.
4. External Factors may reduce utility
Beside internal factors there are external factors too
which adversely affect planning. They may be
economic, social, political, technological or legal.
5. Sudden Emergencies
In case certain emergencies arise then the needs of the hour is quick action and not advance planning.
These situations may not be anticipated in planning.
6. Resistance to Change
Most of the persons, generally don't like any
change. Their passive outlook to new Ideas
becomes a limitation to planning.
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Lesson 3: Coordination
Objective
The objective of this lesson is to introduce
students to the principles and process of coordination.
Structure
3.0 Introduction
3.1 Definitions 3.2 Principle of Co-ordination
3.3 Process of Coordination
3.0 Introduction:
Coordination refers to the process of clubbing all the
activities or synchronising activities of various persons in an organisation in order to achieve the
set target.
It is a source of creating mental awareness amongst all the employees and their efforts are directed in
unison.
3.1 Definitions:
1. Henry Fayol: "To coordinate is to harmonise all the activities of a person in order to facilitate its
working and its success."
According to this definition it is concluded that Co-ordination is a very important aspect of
management that enables a person to improve
his functioning. It creates harmony in the
working environment
2. Ordway Tead: "Co-ordination is the effort to
assure a smooth interplay of the functions and
forces of all the different component parts of an
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organisation to the end that its purpose will be
realised with minimum of friction and maximum
of collaboration effectiveness."
According to the above mentioned definition, the main purpose of co-ordination is to balance all
the functions of various departments in order to
achieve the Organisation goals to the fullest.
3. Koontz and O' donnell: "It seems more
accurate to regard co-ordiation as the essence of
managership for the achievement of harmony of
individual efforts towards the accomplishment of group goals is the purpose of management. Each
of the managerial function is an exercise in
coordination."
3.2 Principle of Co-ordination
There are four main principles of Co-ordination as
stated by Marry Parker Follett;
a) Principle of Direct Contract: _ Miss Follet is of the opinion that Co-ordination can be achieved more
easily if there is direct horizontal relationships
and direct personal communication. There always exist a possibility of conflicts and
misunderstandings. To avoid this direct contact
and proper communication is essential.
b) Principle of Early Beginning: – Co-ordination is
easily achieved if its struggled for in the early
stages of planning and policy making. For
example, in an export house, if the senior merchandiser or the head of the production
department while forming the policies, meets
and discusses with the other heads, the question involved, a successful co-ordination is far more
likely to be achieved.
c) Principle of Reciprocal Relationship – All the factors in a situation that exists at a work place
are interrelated reciprocally. Work of one person
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is dependent on that of the other, who in turn
may be dependent on some other. In the
absence of co-ordination among any one makes
the entire work suffer
For instance, in branded companies like Nike,
Reebok, Duke, materials, finance, sales,
production will be dependent upon0 one another, and when member of such companies realise
that all factors are reciprocally related then
coordination becomes a task which is easy to
perform.
At every level of management co-ordination is
essential for achieving harmony in the individual
efforts. According to Chester Bernard, “the quality of co-ordination is the crucial factor in the survival of
organisation.”
Co-ordination is important because of the following reasons :–
a) Good Personal Relations: With the help co-
ordination, good personal relations can be built up between management and staff. Mutual
discussion may sort out various conflicts in an
organisation.
b) Unity of Direction: Co-ordination creates unity of direction. Its absence might result in conflicting
goals.
c) Essence of Management: Every organisation maintains a degree of specialisation, division of
labour and large number of individual. Every one
Good personalrelations
Unit ofDirection
Essence ofManagement
Efficiency &Economy
RetainsPersonnel
IMPORTANCE OF CO-ORDINATION
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has a different way of working, therefore it
becomes essential to synchronise the work of all
persons in the organisation.
d) Efficiency and Economy: Efficiency and economy results in from coordination. Efficiency results
only when any sort of delays and duplication is
avoided. On the whole, it saves time and energy, bringing economy to the business.
e) Helpful in Developing and Retaining of Personnel:
Co-ordination not only promotes the spirit of
team work instead it also promotes job satisfaction among employees by developing
confidence and by giving them personal
contentment.
3.3 Process of Coordination
Coordination may be achieved through following
process: _
a) Proper Planning: Planning is deciding in advance what is to be done in futures. It‟s the elementary
stage of achieving coordination. According to
Mary Follett, planning stage is the ideal time to bring about co-ordination and they must see to it
that various plans are properly interrelated.
b) Through Organisation: Co-ordination is an essential part of every organisation. In an
organisation related activities are placed
together to avoid delays and confusions. In an
Organisation authority and responsibility go hand in hand. The superior assign various
responsibilities to the subordinates well planned
activities in an organisation may lead to ultimate co-ordination.
c) Through Directing: A manager gives direction,
guidelines and instructions for doing a job that he is support to do. His direction is the way to
achievement of overall set targets.
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d) Through Controlling: It‟s the manager who needs
to have control over the overall work
performances of the subordinates. These might
be chances wherein, the subordinates do not perform as per the directions in such cases;
manager will take corrective action so as bring
the performance upto the mark. Controlling itself facilitates co-ordination since it requires the
evaluation of performance of subordinates and
enables the manager to make necessary changes
if there are deviations between standards set and results achieved.
e) Through staffing: Right job is performed or can
be performed by the right / suitable person only. So while selection, its the responsibility of the
manager to appoint right at the right job so that
staffing as a function of management helps in co-ordination.
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Summary
Management is a process through which the working
of an organisation can be streamlined by planning,
organising, coordinating, and controlling of the affairs of the organisation. It involves planning and
coordination on the part of the manager so that the
organisation can function smoothly and efficiently.
Revision Points
Concept of management
Nature and characteristics of Management
Principles of Management
Six P‟s of Planning
Characteristic of a Good Plan
Principle of Co-ordination
Process of Coordination
Key Words:
1. Management: the process by which the
functions of an organisation are coordinated.
2. Planning: It's a decision in advance; what to do,
how to do and who will do a particular task.
3. Coordination: Coordination refers to the process of clubbing all the activities or
synchronising activities of various persons in an
organisation in order to achieve the set target.
Intext Questions
1. "Explain Management"
2. Define in brief the four parts of Management
Skills.
3. What is the need for "Planning”?
4. Briefly define "Concept of Management".
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Terminal Exercises:
1. Give different characteristics of Management.
2. What do you understand by the term "planning”?
3. Explain the characteristics of planning?
4. What are the 6 "P" of planning? Explain.
5. Why is Management required in any
organisation?
Assignments
1. List the advantages of planning?
2. What is coordination? How can Co-ordination be
achieved successfully?
3. Why do you think Co-ordination is important in
management? Explain with the help of an
example.
4. Explain the process of Co-ordination.
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Unit - II
Lesson-4: Motivation
Lesson-5: Delegation of authority
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Lesson 4: Motivation
Objective
The objective of this lesson is to introduce
students to the types, importance and techniques of motivation.
Structure
4.0 Introduction
4.1 Definitions 4.2 Types of Motivation
4.3 Importance of Motivation
4.4 Techniques to Increase Motivation 4.4.1 Financial Motivators
4.4.2 Non-Financial Motivators
4.0 Introduction:
Motivation is an important factor which encourages
human being to give there best performance and
helps them in attaining their goals. Motivation is an inner feeling which energies a person to work more.
It helps to activate the unused energizes a person
by channelising them into positive actions
4.1 Definitions
Motivation has been defined by various scholars as
follows
Dubin : “Motivation is the complex of forces started and keeping a person at work in an organization
Vanu : “Motivation implies any emotion or desire
which so conditions one‟s will that the individual is
properly bad into action
Lillis: “It is the stimulation of any emotion or desire
operating upon one‟s will and promoting or driving it
to action
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Every organisation aims to increase its profits and
excel in the market. To achieve these objectives
from its employees, the Organisation needs to
inspire and encourage workers to perform better and use their capabilities and capacities to the
fullest. Let‟s take an example of an export house; a
Manager who wants to achieve his targets in a limited time period. To do so, he needs full co-
operation from his team. He needs instil enthusiasm
among team members to accomplish the assigned task. He can do so by using positive or negative
methods to motivate them as discussed under:–
4.2
1. Positive Motivation: Positive motivation is based on rewards. The workers are offered
benefits for achieving the desired goals. The
benefits may be in the form of more pay, promotion, better reports etc. The want of all
these additional benefits makes the workers
happy and they want to improve their performance. Thus the targets are achieved with
full support of workers and administration in a
peaceful manner.
2. Negative Motivation: Negative motivation is based on force or fear. Employees are given
threats and forced to work more. In case, they
do not act accordingly they may be punished with demotions, extra time or even losing the
jobs. This prevails fear and employees do not co-
operate willingly. Though they work upto a level where punishment is avoided but this type of
Positive Motivation(Promotion, Salary raise, better reports
insurance, bonus etc.)
TYPES OF MOTIVATION
Negative Motivation(Fear, threat, punishment)
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motivation causes anger and frustration. It
becomes a cause for social evils. Inspite of the
drawbacks of negative motivation, this method is
commonly used to achieve desired results.
4.3 Importance of Motivation
Every organisation wants to maximise its output.
This is possible only when all the employees co-operates and give in this best effort. The following is
the importance of motivation.
1. High performance: - Positively Motivated
Employees will put Maximum efforts for achieving organisation goals. The unused
physical and mental abilities are used to the
maximum. Better performance will also result in Higher productivity.
2. Low Employee Turnover And Absenteeism: -
When the employees are not satisfied with their
job then they will leave it whenever they get an alternative of for the dissatisfaction among
employees costs high to the organisation when
the employees are satisfied with their jobs and they are will motivated from time to time by
offering them financial and non financial
incentives then the loyalty towards organisation increases. The rate of absenteeism will also be
law because they will try to increase their output.
3. Better Organisation Image:- The organisation
which offer better Monetary facilities to their employees have a letter image in the market.
Such concerns are successful in attracting letter
qualified and experienced professionals the high quality manpower the will help to further
improve the performance of the organisation.
4. Better Industrial Relations: - A good motivating system will create job satisfaction
among employees and employers The conflicts
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would be discouraged and cordial relations
among both sides will create a positive
atmosphere. It will lead to healthy competition
and better industrial relations.
4.4 Techniques to Increase Motivation
Every management tries to specify certain
motivational techniques specify certain motivational techniques which can be employed for improving
performance of its employees
4.4.1 Financial Motivators
Financial motivators may be in the form of more
wages and salaries, bonuses, profit sharing, leave
with pay, medical insurance, life insurance etc. The economists and most of the managements consider
financial incentives as important motivators.
Motivation in terms of salary / wages increase is must to retain people in the organisation.
4.4.2 Non-Financial Motivators
Financial Motivators
MOTIVATIONAL TECHNIQUES
Non-financial Motivators
Bonus Recognition
Project Sharing Participation
Insurance Competition
Higher Salary Job Enrichment
Leave with pay Status
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The motivators are in the nature of better status,
recognition, job security etc. some of these are
discussed below:
1. Recognition:- Error! Bookmark not defined.Recognition may be in terms of world of
praise, a better of appreciation, entry into annual
confidential meeting etc. There can also be awards certificates, trophies etc. The recognition
may be for better output, saving the time,
improving quality of products, effective solutions
etc. All these types of recognitions will act as motivators. If the performance of the workers is
not recognised and everyone is treated on the
same footing then potential minds will not try to put their best efforts
2. Participation:–Participation means physical and
mental involvement of people in decision making process. It uplifts ego and confidence of workers.
The feel important when asked to make
suggestions in these fields of activity.
Participation gives a sense of responsibility and accomplishment. Managers should encourage
subordinates to participate in open discussions
prior to decision making
3. Competition:– In some organisations
competition is used as a motivator various
employees are given certain objectives and everybody tries to achieve them ahead of others.
There may be praises, appreciation letters,
financial incentives etc. to these who reach the
goals effectively and efficiently. The competition encourages to improve performances
4. Job Enrichment: – Job enrichment has been
recognised as an important motivator by various researchers. The job is made more challenging
for the workers by giving the freedom in deciding
about their work methods. The employees are
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also asked to perform the functions of planning
and control. The employee is given the dealings
and quality standards he must meet. Within this
framework he is given a free hand to decide and perform the work. It brings more job satisfaction
and innovations in working styles
5. Status: – A management may create some status symbols in the organisation. This can be
done by way of giving various facilities to the
employees. There may be superior furniture,
carpets, on the floor, having peons or personal assistants etc. To get these facilities a person will
have to show a certain level of performance.
When a person achieves certain facilities then he tries to get better status by working more. In
this way, status acts as a motivator.
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Lesson 5: Delegation of
Authority
Objective
The objective of this lesson is to introduce
students to the theories, characteristics and
types of delegation of authority.
Structure
5.0 Introduction
5.1 Theories of Authority
5.2 Delegation 5.2.1 Definition
5.2.2 Characteristics of Delegation
5.3 Elements of Delegation 5.4 Types of Delegation
5.5 Difficulties involved in Delegation of
Authority
5.0 Introduction:
“Authority refers to the right that is given by a
superior to the subordinate
Need for delegation of authority increases as and
when an organisation grows. The main purpose of
delegation is to make organisation possible
It has following elements:
a) There exists right in authority. This right is given
by superior to subordinate
b) The right of giving of order
c) The right of decision-making goes at par with
authority
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d) Authority influences the behaviour of the
subordinates so that right things are done at
right time
5.1 Theories of Authority
a) Formal Authority Theory: This theory states that authority originates at top level and then goes
downward through the process of delegation.
b) For example: In an Export House senior
Merchandiser has the maximum authority to look after the exports of the company after the
Director. Later the authority is delegated to the
merchandised fashion co-ordinator sampling coordinator and finally to the fashion colourist
c) Acceptance Theory: According to this theory,
acceptance of an order depends upon relative consequences, both positive as well as negative.
Either order is fully accepted, or duly unaccepted
or partially accepted. A manager may not be
sure whether his orders will be accepted or not. It is his persuasion which will ensure the
acceptance of his orders
d) Competence Theory: Personal competence of a person is something that greatest authority.
Orders may get accepted not due to formal
authority but because of personal qualities
Formal AuthorityTheory
Theories of Authority
AcceptanceTheory
CompetenceTheory
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5.2 Delegation:
Refer to the administrative process of getting things
done by others by giving them responsibility
5.2.1 Definition
Allen: “The entrustment of a part of the work, or
responsibility and authority to another, and the
creation of accountability for performance
O.S. Hines: “Delegation takes place when person guide another the right to perform work on his
behalf and in his name, and the second person
accepts a corresponding duty or obligation to do what is required of him
5.2.2 Characteristics of Delegation
1. A manager is a one who exercises full control
over the activities of the subordinates even after delegation
2. It is only the authority which is delegated and
not the responsibility
3. Only a part of authority is delegated and to
subordinates
4. When manager grants some of his powers to subordinates, delegation takes place.
5. For Delegation to exist, the person delegating
the authority himself should have that authority
i.e. a manager must possess what he wants to delegate
5.3 Elements of Delegation
There are three basic elements of delegation
i. Assignment of Responsibility
ii. Grant of Authority
iii. Creation of Accountability
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1. Assignment of Responsibility: – The first basic
step of delegation is assigning of responsibility to
the subordinates i.e. Delegation of Authority.
Herein a superior asks his subordinate to perform a task in a given point of time
2. Grant of Authority: – The delegation grants
authority to the subordinate so that the assigned task is performed. Giving responsibility without
authority is meaningless. Authority is derived
from responsibility
3. Creation of Accountability: – Accountability is the obligation of a subordinate to perform the duties
assigned to him. Delegation creates an
Obligation. After the work is assigned and authority is delegated there results accountability
which is a by-product of this process.
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5.4 Types of Delegation
There are four basic types of delegation
a) General or Specific Delegation: Delegation is said
to be general when authority is given to perform general managerial functions like planning,
Organising directing, etc.
b) On the other hand, specific delegation refers to particular functions or an assigned task
c) Formal or Informal Delegation: Every person is
automatically given authority as per his duties.
When production manager gets powers to increase production then it is a formal delegation
of authority
d) Informal delegation does not arise due to position but depending upon the circumstances.
its not because a person is assigned a task to
perform that he does it, instead, its a necessary
part of his normal work
e) Written or Unwritten Delegation: Delegation
which is done in written form i.e. through letters,
instructions, circulars, etc., whereas unwritten delegation is through connections customs etc
f) Downward or Upward Delegation: Delegation
which is from a superior to subordinate is referred to as downward delegation. Upward
delegation takes place. When a subordinate
assigns some of his tasks to his superior. This is
not very common in nature
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5.5 Difficulties involved in Delegation
of Authority
Some of the difficulties that may arise due to
attitude of either superior or subordinate or both in the process of delegation of authority may be:
1. Over Confidence of superior that he is the only
one who can do a particular work effectively than
other is the main difficulty in delegation
2. Lack of Confidence in subordinates by superiors
that subordinates are not competent to carry out
certain things of their own, his lack of confidence in the subordinates, leads to the circumstances
where superior will hesitate to delegate authority
to his subordinate
3. Lack of ability in superior: – A superior may lack
the ability to delegate authority to subordinates.
4. Lack of proper Controls: – There may not be
proper controls in the organisation which help the manager to keep in touch with performance
of subordinates
5. Inability of subordinates: – some subordinate feel shy in taking responsibility. The shyness or
fear of committing mistakes or lack of confidence
on the part of subordinates may also act as a barrier in delegation of authority.
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Summary
For an organisation to work effectively it is very
important that the people working for that
organisation are highly motivated. This unit explains the importance of motivation and how a manager
can motivate his/her staff members using different
techniques.
Along with motivation delegation of authority is also
an important tool that a manager employs to ensure
that the work is distributed evenly to all the staff
members and everybody has some measure of authority subordinates so that right things are done
at right time.
Revision Points
Importance of Motivation
Types of Motivation
Techniques to Increase Motivation
Theories of Authority
Delegation: its elements and types
Difficulties involved in Delegation of Authority
Key Words:
Motivation: Motivation is an inner feeling which
energies a person to work more.
Financial Motivation: Financial motivators may
be in the form of more wages and salaries, bonuses, profit sharing, leave with pay, medical
insurance, life insurance etc.
Authority: Authority refers to the right that is given by a superior to the subordinate.
Delegation: Refers to the administrative
process of getting things done by others by giving them responsibility
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Intext Questions
1. What is motivation? What are its 2 types?
2. Define delegation of authority.
3. Explain Non-Financial Motivators.
Terminal Exercises:
1. Define Motivation. What is the importance of
motivation?
2. Which techniques are useful to increase motivation?
3. Differentiate between various types of
delegation.
4. What is positive Motivation?
5. What is negative motivation?
Assignments
1. What are the kind of difficulties that a manager faces while delegation.
2. Write short notes on :–
(i) Formal Theory
(ii) Acceptance Theory
(iii) Competence Theory.
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Unit - III
Lesson 6: Departmentation
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Lesson 6: Departmentation
Objective
Students will understand the need and
significance of departmentation in this lesson.
Structure
6.0 Introduction
6.1 Need and Significance of Departments
6.2 Advantages of Departmentation 6.3 Limitations of Departmentation
6.4 Factors Influencing Assigning Of Activities
6.0 Introduction:
Organisation involves the division of work into
groups which are to be done for the achievement of
organisational goals.
Departmentation is the process of grouping various
functional activities into functional subsystems
called departments. A department is a distinct section of the organisation concerned with the
unique business activities of like nature. In words of
Allen "Department is a means of dividing a large
and monolithic functional organisation into smaller, flexible, administrative units.
6.1 Need and Significance of
Departments
A department provides a frame work for an
organisation and allows business expansion
indefinitely. Departmentation basically aims at:
i. Specialisation of activities to increase performance.
ii. To simplify management tasks.
iii. Co-ordination and control of various activities.
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6.2 Advantages of Departmentation
i. It increases the performance and efficiency of
enterprise since the activities are integrated
into workable units.
ii. It provides the criteria for standards for
performance and activities and thus ensuring
effective control.
iii. It senders the task of fixation of
accountability for results very easy since
responsibilities are clearly laid.
iv. It also allows easy management of activities and increases managerial control of
organisation.
v. Processes Involved In Departmentation
vi. To identify the task or duties.
vii. To analyse the task, identifying the output,
activities and input in the production of
product or service.
viii. Identify the tasks performed and skill
required in a given job and group similar
activities
ix. To entrust the grouped activities to the
departmental heads
x. To clearly define the responsibility and authority of departmental head.
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6.3 Limitations of Departmentation
Although departmentation is important for the
efficient running and control of a business, but these
are also have some limitations
i. Decomposing the business into several
departments makes the co-ordination of
various activities very difficult
ii. Departmentation creates difficulties of
communication among various departments
of organisation and makes planning and
control more difficult
iii. Departmentation makes the level of
management which and increases the gap
between top management and the worker and at an higher cost
6.4 Factors Influencing Assigning Of
Activities
Control Co-ordination Major Activities Specialization Local Conditions Economy
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i. Control – The main aim of departmentation
is control. Departments must be clear in their
responsibilities and authorities to provide
effective control
ii. Co-ordination – Another factor is the co-
ordination between different departments and
co-ordination within the departments. The goals of an organisation is common and
everybody should try to achieve them in their
respective fields
iii. Major Activities – There are certain activities which are very important and all
these activities should be placed in separate
divisions.
iv. Specialization – While assigning proper care
should be taken concerning the local
conditions in the department viz. individual personality, responsibilities, and the nature of
informal relationship among people.
v. Economy – Another important factor while
creating separate departments is the expense involved and economy in its operation
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Lesson 7: Communication
Objective
Students will understand the meaning,
characteristics and importance of communication in this lesson.
Structure
7.0 Introduction
7.1 Meaning and Definition 7.2 Characteristics: Nature of Communication
7.3 Elements of Communication
7.4 Need or purpose of Communication 7.5 Importance of Communication
7.0 Introduction
This is one of the most important factors of management, nothing will happen until
communication takes place. Without communication
we cannot survive or make coordinated efforts. It is a medium by which we express ourselves,
understand others and make ourselves understood.
In every management activity 75 to 90 percent of
working time of managers goes by communicating with others. We can say that poor managers are
poor communicators.
7.1 Meaning and Definition:
The word communication has been derived from
Latin word „Communes‟ which means common when
we communicate we are trying to share information;
an idea or the attitude. The essence of communication is getting the “RECEIVER” and
“SENDER” termed together for a particular signifies
imparting, conveying or exchange of ideas, knowledge whether by speech, writing or signs.
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COMMUNICATION
Imparting, conveying or
exchange of Ideas/know
Speech Writing Signs
Definition:
In words of Keith Davis, “Communication is the
process of passing information and understanding from one person to another.
The American Management Association defines
communication as “Any behaviours that results in an exchange of meaning.
7.2 Characteristics: Nature of
Communication:
1. This involves at least two people: As mentioned communication requires minimum
two persons _ A sender and a receiver, the
sender is called communication and the receiver of the message is known as the communicatee.
One who writes, speaks or issues some
instructions is the sender and the person for
whom the communication is meant or who receives the message is the communitee.
2. Message is a must: Whenever communication
takes part a message is a must, the contents of the letter or speech, order, instructions or the
suggestions. If there is no message there is no
communication.
3. Communication may be written oral or
gestural: Communication is generally
understood as spoken or written words. It
includes everything meaning from one person to
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another e.g. - movement of lips, two man of
hands, body language, expression of eyes may
say more than written or spoken words.
4. Communication is a two way process: It involves both information and understanding. If
the receivers does not understand the message
conveyed and will not comply with it, will be termed as an incomplete communication.
5. The primary purpose is to motivate a
response: For any job which needs good results
and high targets, drafted words with effective communication can motivate the receiver.
6. Communication may be Formal or Informal:
Formal communication is one where the information flows from Top level to bottom level
for eg : from senior merchandises of an export
house to fashion coordinator, to fabric analyst to colourist, to sampling co-ordinator. In an
informal communication it flows between the
members and not through the proper channel
just by working together.
7. Communication flows up and down and also
from side to side: Communication has a
process like information flow from superior to subordinate and from subordinate to the superior
or from the colleague to another of the same
level.
8. It is an integral part of the process of
exchange: It refers to the exchange of ideas,
feelings, emotions and knowledge and
information between two or more persons.
7.3 Elements of Communication
The basic elements of communication are: _
1. Communicator: _ The sender, speaker who intends to convey some message.
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2. Communicate: _ The one who receives the
message.
3. Message: _ The content/subject matter of the
speech.
4. Communication Channel: The media by which
communication is transcripted from sender to
receiver, it is a link between the two or many or masses.
5. Response or Feedback: To evaluate about the
feedback from the receiver, back to the sender.
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7.4 Need or purpose of Communication:
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The main purpose of communication is to effect
change in someone i.e., to influence action or to
secure inaction in the overall interest of an
enterprise. It enables us to understand others to make ourselves understood. Without communication
we cannot live or work together in an organised
way. It is a flux that binds people together in an organisation. The basic purpose of communication is
to facilitate and lubricate the organisation. It helps
management in planning effectively and controlling
efficiently. John G. Clover has outlined the following important purposes of communication.
1. To keep employees informed.
2. To provide employees with orders and instructions in connection with their duties.
3. To solicit information from employees which may
aid management.
4. To make each employee interested in his
respective job and in the work of the company as
a whole.
5. To express management's interest in its personnel.
6. To reduce or prevent labour turnover.
7. To install each employee with personal pride in being a member of the company.
7.5 Importance of Communication
Communication is one of the most important
functions of management. The success of enterprises depends upon the effectiveness of
communication. It is said to be the nervous system
of an enterprise. Nothing happens in management until communication takes place. Every manager
must communicate in order to get things done
through others. It has been established that managers spend about 75 per cent to 95 per cent of
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their working time in communicating with others.
Communication is indispensable for all managerial
activities such as organising, planning, directing,
motivating and controlling. Its importance has been highlighted by Alvin Dodd, the then President of the
American Management Association, when he
remarked. "The No. 1 management problem today is communication."
In the opinion of Chester Bernard, the first
executive function is to develop and maintain a
system of communication, "Further he has called communication as the foundation of co-operative
group activity. Nobert Wiener has rightly said that,
"Communication is the cement that makes organisations."
"Whether we are considering a church, a family, a
scout troop or a business enterprise, the transfer of information from one individual to another is
absolutely essential. It means by which behaviour is
modified, change is effected information is made
productive and goals are achieved" _ Koontz and O'Donnell.
According to O'Donnell, "the achievement of
enterprise goals is of paramount importance and the communication is one of the important tools
available to the manager in seeking to attain them."
In the words of George R. Terry, It serves as the lubricant, fostering for the smooth operations of
management process."
The importance of communication can be judged
from the following:
1. Basis of Decision Making and Planning.
Communication is essential for decision-making
and planning. It enables the management to secure information without which it may not be
possible to take any decision. The quality of
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managerial decision depends upon the quality of
communication. Further, the decisions and plans
of the management need to be communicated to
the subordinates. Without effective communication, it may not be possible to issue
instructions and orders. Effective communication
helps in proper implementation of plans and policies of the management.
2. Smooth and Efficient Working of an
Organisation. In the words of George R. Terry,
"It serves as the lubricant, fostering for the smooth operations of management process."
Communication makes possible the smooth and
efficient working of an enterprise. It is only through communication that the management
changes and regulates the actions of the
subordinates in the desired direction.
3. Facilities Co-ordination. Management is the
art of getting things done through others and
this objective of management cannot be
achieved unless there is unity of purpose and harmony of effort. Communication through
exchange of ideas and information helps to bring
about unity of action in the pursuit of common purpose. It binds the people and facilities co-
ordination.
4. Increase Managerial Efficiency. Effective communication increases managerial efficiency.
It is rightly said that nothing happens in
management until communication takes place.
The efficiency of a manager depends upon his ability to communicate effectively with members
of his organisation. It is only through
communication that management conveys its goals and desires, issues instructions and orders,
allocates jobs and responsibility and evaluates
performance of subordinates.
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Summary
When the size of an organisation grows beyond a
certain number then it becomes necessary to create
departments in that organisation, so that the work can be divided into smaller, flexible, administrative
units.
The creation of departments leads to the necessity of facilitating communication between the
departments as well as individuals within the
department so that ideas and solutions can be
effectively exchanged.
Revision Points
Need and Significance of Departments
Advantages of Departmentation
Limitations of Departmentation
Factors Influencing Assigning Of Activities
Nature of Communication
Elements of Communication
Need or purpose of Communication
Key Words:
Departmentation: it is the process of grouping various functional activities into functional
subsystems called departments.
Communication: It is a medium by which we
express ourselves, understand others and make ourselves understood.
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Intext Questions
1. What do you understand by the term
Departmentation?
2. What is the need and significance of Departmentation?
3. What do you understand by word
"Communication”?
4. Describe formal and informal communication.
Terminal Exercises:
1. What are the different processes involved in
Departmentation ?
2. Why do we need to communicate?
Assignments
1. What are the factors influencing assigning of activities in Departmentation.
2. How are the terms "Receiver and Senders"
important while communicating?
3. Briefly describe elements of good
communication.
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Unit IV
Lesson 8: Leadership
Lesson 9: Control
Lesson 10: Directing
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Lesson 8: Leadership
Objective
Students will understand the characteristics and
techniques of leadership in this lesson.
Structure
8.0 Introduction
8.1 Definition
8.2 Characteristics of Leadership 8.3 Leadership Functions
8.4 Importance of Leadership in Management
8.5 Techniques of Effective Leadership
8.0 Introduction
Leadership is an important element of directing
functions of an organisation. Whenever there is an organised group of people working towards a
common goal, some type of leadership becomes
essential. Every time needs to have a leader to guide them, unite them and to encourage them, so
that the team can accomplish its goals. To be a
successful leader a manager must possess the
qualities of foresight, drive, initiative, self confidence and personal integrity. Different
situations may demand different types of
leaderships.
8.1 Definitions:
"Leadership" has been defined in various ways. The
definition given by some famous authors and
management experts are given below: _
Koontz and O’Donnell: "Leadership is the ability
of a manager to induce subordinates to work with
confidence and zeal."
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Dubin, R: "Leadership is the exercise of authority
and making of decisions".
George R Terry: "Leadership is the activity of
influencing people to strive willingly for group objectives."
In the above definitions of leadership the emphasis
is on the capacity of an individual to influences and direct the team towards the achievement of
organisational goals. Thus, we can say that
leadership is the practice of influence that
stimulates subordinates or followers to do their best towards the achievement of desired goals.
8.2 Characteristics of Leadership:
1. Leadership is a personal quality.
2. It exists only with followers. If there are no
followers, there is no leadership.
3. It is the willingness of people to follow that
makes person a leader.
4. Leadership is a process of influence. A leader
must be able to influence the behaviour attitude
and beliefs of his followers.
5. It exists for the realization of common goals.
6. It involves willingness to accept complete
responsibility in all good and bad situations.
7. Leadership styles do change under different
situations.
8. Leadership is guiding, encouraging and uniting
followers towards common goals.
8.3 Leadership Functions: _
Following are the important functions of a leader:
1. Setting Goals: A leader is expected to perform creative functions of laying out goals and policies
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to persuade the subordinates to work with zeal
and confidence.
2. Organising: The second function of a leader is
to create and shape the organisation on scientific lines. By assigning roles appropriate to individual
abilities, with the view to make its various
components to operate sensibly, the leader play important role towards the achievement of
enterprise goals.
3. Initiating Action: The next function of a leader
is take the initiative in all matters of interest to the group. He should not depend upon others for
decisions and judgement. He should come up
with new ideas and his decisions should reflect original thinking.
4. Co-ordination: A leader has to reconcile the
interests of the individual members of the group with that of the organisation. He has to make
sure that the whole team participates actively in
realising the common goals.
5. Direction and Motivation: It is the primary function of a leader to guide and direct his group
and motivate people to do their best in the
achievement of desired goals. He should build up confidence and zeal in the work group.
6. Link between Management and Workers: A
leader works as a necessary link between the management and the workers. He interprets the
policies and programmes of the Management to
his team members and represents the team
member‟s interests and problems before the management He can prove effective only when
he can act as the true guardian of the interests
of his co-workers.
8.4 Importance of Leadership in
Management: _
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The importance of leadership can be highlighted
from the following:
1. It improves motivation and Morale: Through
dynamic leadership managers can improve motivation and morale of their team. A good
leader influences the behaviour of the team in
such a manner that they work willingly towards the achievement of organisations goals.
2. It acts as a motive power to group efforts:
Leadership serves as a motive power to group
efforts. It leads the group to a higher level of performance through its efforts and enthusiasm.
3. It acts as a help to authority: The efforts of
authority alone cannot always bring the desired results. Leadership acts as an aid to the
authority by influencing, inspiring and initiating
action.
4. It is needed at all the levels of
management: Leadership plays an important
role at all the levels of management because in
the absence of effective leadership no management can achieve the desired results.
5. It provides the basis for co-operation:
Effective leadership increases the understanding between the workers and the management and
promoters co-operation among them.
8.5 Techniques of Effective
Leadership:
The following are the techniques of effective
leadership.
1. The leader should consult the team in framing the policies and lines of action and making any
changes or improvements in it further.
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2. He should attempt to develop voluntary co-
operation from his team in realising common
objectives.
3. He should exercise authority whenever necessary to implement the policies and maintain discipline.
He should give clear and complete instructions to
his team members.
4. It should build up confidence and zeal in his
followers.
5. He should listen to his team's view, ideas and
problems and try to help them accordingly.
6. He should communicate effectively.
7. He should follow the principle of motivation.
8. He should be a supportive team member.
9. He should possess the qualities of foresight,
drive, self confidence and personal integrity.
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Lesson 9: Controlling
Objective
Students will understand the characteristics and
requirements of controlling in this lesson.
Structure
9.0 Introduction
9.1 Definition
9.2 Characteristics of Control 9.3 Requirements of a control system
9.4 Importance of Control
9.5 Limitation of Control
9.0 Introduction
Control is one of the most important managerial
functions. Control is the process of checking whether the plans are being adhered or not, keeping
a record of progress and then taking corrective
measures if there is any deviation.
9.1 Definitions:
According to Robert N. Anthony: "Management
control is the process by which manager assure that
resource are obtained and used effectively and efficiently in the accomplishment of an
organisation's objectives."
According to George R. Terry: "Controlling is determining what is being accomplished that is
evaluating the performance and if necessary,
applying correct measures so that the performance
take place accordingly to plans."
9.2 Characteristics of Control
The main characteristics of control are given below:
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1. Managerial Function: Control is an important
managerial function. On this a person is
responsible for the work assigned to him. It is
mainly function of line organisation but manager can ask data from staff personnel also.
2. Forward Looking: Control is forward looking.
Past is already gone, so it helps to take corrective measures to control future activities. A
corrective action is taken to ensure that work in
future is done in proper manner.
3. Continuous Activity: Control is regularly exercised control cannot be done in isolation.
The managers see that the subordinates should
perform according to terms and conditions which is mentioned the term in all times. So hence
controlling is a continuous activity.
4. Control is related to Planning: Planning is the first managerial function and controlling is the
last managerial function. None can be exercised
without each other. Hence both are equally
important. For example if certain things are not happening in a proper manner then corrective
measures are taken immediately, so thus
planning provides base for controlling.
5. Essence of control is Action: Immediate
action is the essence of controlling. For example
if the sales in a particular year are less than the set up target so immediate steps should be
taken to increase the sales. If no such steps are
taken then there will be lack of control.
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9.3 Requirements of a control system:
The control system is such that it should help the
organisation to achieve the desired results. Every
control system should have certain essential features which were given below: _
1. Should be easily understandable: The control
system should be easily understood by the manager as well as subordinates. The managers
and subordinates should be clear about the
controls so that it should be easily exercised.
Hence all the levels of management should be clear about the areas in which they have to
control.
2. Reflect Organisation Needs: There are number of control techniques such as budgets,
PERT, CPM, etc. All these techniques won't to
suitable for every organisation. Those best
control techniques should be used which will give best results and reflect organisation needs.
3. Report Deviation Quickly: The control should
be such that deviations in performance are reported quickly, so that whenever there is need
of corrective measures, it should not be delayed.
Quick reporting is essential for good control system.
4. Must be Appropriate and Adequate: The
control system should be such that it should help
the organisation to achieve the desired objectives. In every level of management the
control will vary. The control for production
department will vary from that of marketing department. Thus control should be appropriate
and adequate.
5. Forward Looking: Control system should be forward looking so that corrective measures can
be taken to control future activities. Control
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system should help in planning, so that
appropriate data can be provided for planning
whenever needed.
6. Must the Flexible: A good control system is that which can change according to the needs of
the future, as feature is always uncertain. A
control system should not be rigid, it should be flexible.
7. Economical: The control system should be
according to the size of the firm. In a small
concern, the control technique should be economical and in bring concern the control
technique should be costly.
8. Must Report Deviation Quickly: In a control system the deviation must be reported quickly.
The managers cannot control the past but
effective control will help them to improve the work in future. The control system should be in
such a way that the discrepancies in
performance are reported quickly and there are
no late reporting of deviations.
9. Motivating: The control system should motivate
both the controller. The performance of the
employees and the controlled. The performance of the employees should be regularly monitored
so that they should feel motivated and there is
increase in their performance.
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9.4 Importance of Control:
Control helps and guides the management to
achieve its pre-determined goals. The following are
the importance of control system.
1. Basis for Future Action: Control provide basis
for future actions. The continuous flow of
information relating to the projects helps planning to remain in right track for long ruin. It
enables the management to avoid repetition of
past mistakes.
2. Facilities Decision making: Whenever there is deviation between standard and actual
performance the control help in deciding the
future course of action. Follow up actions were also facilitated in controlling.
3. Facilities Decentralisation: Decentralisation of
authority is very important in big enterprises.
The authority cannot be delegated by the management without ensuring proper control. If
the work is going on satisfactory then top
management should not worry. Various control techniques like budgeting, cost control etc. allow
decentralisation without losing control cover
helps in co-ordination of activities.
4. Facilitates Co-ordination: Control helps in co-
ordination of activities through unity of action.
Every manager try to co-ordinate activities of his
subordinates to achieve the departmental goals.
5. Helps in Improving Efficiency: Controlling
helps in improving organisation efficiency. The
performance of each and every person is regularly monitored and any deficiency is
corrected at the earlier stage so that no problem
arises in future.
6. Psychological Pressure: Controls put
psychological pressure on persons in the
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organisation. While controlling the performance
of an individual is regularly evaluated and the
person tries to improve his previous work. The
rewards and punishments are also linked with performance.
9.5 Limitation of Control: _
Though control is very essential for better performance, but it has written limitation also.
These limitations are given below: _
1. Influence of External Factors: There may be
effective control system but sometimes external factors adversely effect the working. These
factors may be government policy, technological
change, change in fashion, etc.
2. Expensive: The control system involves huge
expenditure on its exercise. The performance of
every person is measured and reported to higher
authorities. This requires number of person to be employed for this. Thus the exercise of control
require both time and effort.
3. Lack of Satisfactory Standards: In control there is lack of satisfactory standards.
Sometimes it is difficult to fix standards for
activities like public relation, research, etc. and due to which evaluation of work of person
becomes difficult.
4. Opposition from subordinates: In control,
there is increase in the pressure of work on subordinates as their performance is regularly
monitored and evaluated. These factors lead to
opposition of controls by subordinates.
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Lesson 10: Directing
Objective
Students will understand the nature, elements
and significance of direction in this lesson.
Structure
10.0 Introduction
10.1 Definition
10.2 Nature or Characteristics of Direction 10.3 Elements of Direction
10.4 Importance of Directing
10.0 Introduction:
Management is the art of getting things done
through others. Directing is related to carry out things in the desired manner. Direction is called
management in action.
10.1 Definition
1. According to Massie: "Directing concern the total manner in which a manager influences the action
of subordinates. It is the final action of manager
in getting others to act after all preparation has been completed."
2. According to Koont and O'Donnel: Directing is
the inter personal aspect of managing by which subordinates or led to understand and contribute
effectively and efficiently to the attainment of
enterprise's objectives.
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10.2 Nature or Characteristics of
Direction:
a) It is a dynamic functions and continuous process.
b) Directing initiates organised and planned action and ensures effective performance by
subordinates.
c) It provides necessary linkage between various
managerial functions like planning organising, staffing & controlling.
d) It is a universal function i.e. it is performed in all
organisations and at all levels of management.
e) It creates co-operation and harmony among the
members of the group.
10.3 Elements of Direction
a) Issuing Orders & Instructions: It‟s the manager
who is issued orders and instructions to his
subordinates. Instructions are important as they reflect the decisions of managers.
b) Leadership: Leader is a one who influences the
work of others. A leader is one step a head of
others. It is the ability to build up confidence and zeal among people and to create an urge in them
to be led.
c) Communication: It is the only means by which ideas can be shared in common. The word
communication has been derived from the latin
word “Communis” which means “Common”.
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10.4 Importance of Directing
The importance of directing can be discussed under
the following heads:–
1. It initiates action – Direction: – Initiates Action. Managerial functions like planning organising
staffing etc. Can all be brought into action
through directing.
2. Increase Efficiency: By using various skills of
direction i.e. motivation, communication and
leadership, the efficiency of employees can be
revised through writing co-operation.
3. Gives a Dynamic Environment to the business:
Direction makes the organisation dynamic and
responsive to new drastic and sudden developments.
4. Provides stability: – Directing helps the
organisation to attain stability and also helps the
organisation to exist for longer period.
5. Assist Co-ordination :– Individual efforts are co-
ordinated with the help of direction.
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Summary
An organisation with many departments and units
can only function well if it is guided by an able
leader. A leader will employ control and direction to help an organisation to achieve its goals by
managing its people and resources effectively.
Revision Points
Characteristics of Leadership
Importance of Leadership in Management
Characteristics of Control
Requirements of a control system
Nature or Characteristics of Direction
Elements of Direction
Key Words:
Leadership: it is the ability of a manager to induce subordinates to work with confidence and
zeal.
Control: Management control is the process by which manager assure that resource are
obtained and used effectively and efficiently in
the accomplishment of an organisation's objectives
Direction: Direction is called management in
action.
Intext Questions
1. Explain the meaning of the term leadership?
2. What are the various techniques of effective
leadership?
3. Define controlling. What are the characteristics
of control?
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4. How is directing on important aspect of
management?
Terminal Exercises:
1. What are the various functions of a leader?
2. Write a note on the qualities of a leader?
3. What do you understand by Directing? Explain its
nature and scope.
4. What are the limitations of control?
5. What are the requirements for an effective
control system?
Assignments
1. What do you understand by the leadership?
Discuss its important characteristics?
2. Explain the significance of leadership in management.
3. Write the importance of an efficient control
system?
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Unit V
Lesson-11: Advertising
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Lesson 11: Advertising
Objective
Students will understand the nature, elements and significance of direction in this lesson.
Structure
11.0 Introduction
11.1 Advertising Research 11.2 Types of Advertisements
11.3 Code of Ethics for Advertising
11.4 Technique of Creating an Advertisement
11.0 Introduction:
Advertisement is a powerful tool in the hands of any
organisation these days. There is a tremendous need of advertisement in present market situation
because of high competitions. Advertisement
becomes more necessary in the fashion Industry, because fashion is never static. Moreover, what is
fashionable in a particular place may not be relevant
in another. Due to this reason proper advertisement
strategy according to region and aesthetic sense there prevailing is very essential.
Through the above discussion make it very clear
that proper research is very essential before advertisement.
11.1 Advertising Research:
Following tests are used among Indian Advertising
Agencies to examine advertising effectiveness:
1. Consumer jury tests: Consumer jury test are
in which advertisements are shown to selected
number of prospective clients who are asked to rank the advertisements in order of merit.
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2. Eye movement analysis: In this test cameras
are used to track the direction of eye-movement
and the amount of time spent on different
elements of an advertisement; also to find out reactions which are reflected in the extent to
which eyes are opened.
3. Readability Studies: Readability studies involve research into the understanding and
emotional impact of words on persons with
different educational backgrounds and from
different cultures. Also word and sentence length.
4. Recognition and recall tests: Recognition and
recall tests are generally carried out in personal interviews with the help of a questionnaire. They
involve testing memory of having seen or heard
the advertisement.
5. Inquiry Tests: Inquiry tests make a free offer
of a booklet to readers or listeners who write in
for further information about the product. One of
the methods of making the offer in a coupon.
6. Split-run-tests: Such tests are meant to find
out which of two advertisements are more
effective or appealing, or offer a greater benefit. For e.g. A Magazine or paper prints one
advertisement in one half of its printing order,
and the second advertisement in the other half. Each advertisement offers the same booklet. The
number of enquiries coming in show which
advertisement has the greater pulling power.
11.2 Types of Advertisements
1. Any product can be advertised in various ways.
That can be done through print media, television,
hand bills, Road shows etc. It can be discussed in greater detail as under:
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2. Print Media: Advertisement can be done through
print media mainly in a newspaper or in a
magazine. These are the medium which reaches
the masses. Through these Print media one can reach the maximum population. It is more cost
effective to advertise in the print media.
3. Electronic Media: Electronic media or Television is an important tool for fashion advertisement.
Advertisement can be done through placing ads
on television which at a single time can reach
million of potential buyers.
4. Posters/Handbills: Posters/Handbills is also a
medium of advertising the production but it is
restricted to particular area. It locks the wider coverage but still to target a particular area. This
form of advertising is satisfied.
5. Fashion Shows: This is an excellent form of advertisement to target a particular state of
society. Potential buyers can be invited in a
fashion shows and products can be displayed
therein. This will give potential buyers to look for the product themselves.
11.3 Code of Ethics for Advertising: _
There are certain rules and regulations in terms of code of Ethics laid down which guide what should be
general set of rules and regulations which should be
kept in mind while framing an advertisement
following are the general rules of conduct in advertising:
1. Advertising should be so designed as to conform
not only to the laws but also the moral, aesthetic and religious sentiments of the country in which
it‟s published.
2. No Advertisement likely to bring advertising into contempt or disrepute should be permitted.
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Advertising should not take advantages of the
superstition or ignorance of the general public.
3. No advertisements of charms and character
reading from photographs or such other matter as will trade on the superstition of general public
shall be permitted.
4. Advertising should be truthful, avoid distorting facts and misleading the public by means of
implications and omissions. For instance, it
should not mislead the consumers by false
statements as to :
a) The character of the merchandise i.e. its
utility, materials, ingredients, origin etc.
b) The price of the merchandise, its value, its suitability of terms of purchase.
c) The services accompanying purchase,
including delivery, exchange, return, repair, upkeep etc.
d) The quantity of the value of completing goods
or the trust worthiness of statements made
by others. e) Testimonials which are fictitious or the
originals of which cannot be produced must
not be used. 1) Direct comparison with competing goods or firms
are in no circumstances permitted.
2) Vulgar, suggestive, repulsive or offensive themes or treatment should be avoided in all
advertisements.
3) No advertisement should be permitted to certain
any claim so exaggerated as to lead inevitably to disappointment in the mind of the public. Special
care is called for in the following cases :
a) Advertisement inviting the public to take part in lotteries or competitions such as are
permitted by law. Such advertisements
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should state clearly all the conditions for the
lottery or competition.
1) Methods of advertising designed to create
confusion in the mind of the consumer as between goods by one makes and another
makes are unfair and should not be used. Such
methods may consist in: _
a) The initiation of the trademark or name of
competition or the packaging or labelling of
goods.
b) The imitation of advertising devices, copy,
layouts, or slogans.
1. No advertisement should offer to refund money
paid.
2. The use of National Emblems is prohibited by law
in advertisement, trademarks etc. Also the
picture of Mahatma Gandhi, the President, the Vice-President and the Prime -Minister of India is
forbidden in such advertisements, trademarks
etc. This rule doesn't apply to advertising of
books, Films or other items in which these persons form the chief subjects.
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11.4 Technique of Creating an
Advertisement
Latch on to the power of simple words. Appeal to
the emotions by employing words that will provide some kind of benefit to the listener and if it's an ego
benefit, so much the better. `You are correct in
every repeat' runs it a close second. Some of the
most persuasive words that are used in advertisement are:
1. You: The most influential word you'll ever speak
both to an audience and to an individual. Equally an individual's some is the most important noun
ever devised. Use it and use it often.
2. Free: Gaining something for nothing is the desire of everyone on the planet. Also freedom,
as in freedom from problems is equally emotive.
3. Simple: Once you realize that the human race is
fundamentally lazy, this word offers acknowledgement of their laziness.
4. New: Think of rush to buy the new-letter
registered cars every August, plus the benefits gained form owning the vehicle, and the value of
`new' is obvious.
5. Discover: It takes just a minute to discover how useful this product will be. How often have you
been persuaded to buy when presented with
such a statement? The words bring out the
explorer in all of us.
6. Guaranteed: A very powerful word, indeed,
once you qualify it by spelling out the benefit of
the results to the listener.
7. Safe: This implies no risk, and therefore projects
a sense of security. Like reliable, the word
carries overtones of dependability.
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8. Save: Everyone likes the notion of saving:
Saving time, saving money, saving worry.
By following these simple techniques one can make
advertisement more effective.
Advertisement is a powerful tool in the hands of
manufacturers but the only thing is one should have
proper knowledge of how to use this powerful tools.
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Summary
Advertisement is a powerful tool in the hands of any
organisation for increasing the sale of their goods
and services. It should be done only after careful research of the target market, through the print,
electronic and similar mediums.
Revision Points
Advertising Research
Types of Advertisements
Technique of Creating an Advertisement
Key Words:
Advertisement: a form of commercial mass
communication designed to promote the sale of a
product or service, or a message on behalf of an
institution.
Advertising Media: the various mediums such
as print, electronic etc, which can be used for the
purpose of advertising.
Code of Ethics: rules and regulations laid down
which should be kept in mind while framing an
advertisement.
Intext Questions
1. What is advertising?
2. Explain the following mediums of advertising:
Electronic
Other
Terminal Exercises:
1. How Research is done in order to result the best
available advertisement?
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2. What "Code of Ethics" should be followed while
forming an advertisement?
Assignments
1. What are various types of advertisement option available?
2. What are various techniques to make
advertisement more catchy?