Topics (Part 1)

 Basic concept of management

 Definition

 Importance of management

 Characteristics of management

 Levels of management

 Management skills

 Scientific management

 Contribution of Gilbreth-Gantt
1
 Basic Concept of Management..??

Management is the process of creating an

atmosphere, wherein individuals working together in
groups, accomplish a given objective with the highest
degree of productivity.

2
 Definition
• Management is an art of getting the work done through the efforts of
people and by the effective utilisation of resources.

• Management is the process of creating an atmosphere, wherein individuals

working together in groups, accomplish a given objective with the highest
degree of productivity.

• For getting the work done, it is necessary to guide, direct, coordinate and
control human efforts for the fulfillment of the goals of the enterprise.

• Management does not frame policies, it only implements/executes the

policies laid down by the administration.

3
Management is a set of principles relating to the functions of

planning, organizing, directing and controlling, and the

application of these principles in harnessing physical,

financial, human, and informational resources efficiently and

effectively to achieve organizational goals.

4
 Importance of management
 Increasing the effectiveness and efficiency
 Development of full human potential
 Raising the worker morale
 Building mutual trust
 Developing teamwork
 Providing a stable livelihood for all employees
 Constantly and forever improving the system of production and
service.
5
 Characteristics of Management

 Management is a purposeful activity: Objectives differ from

organisation to organisation
 Efficient management of economic resources
 Management is a distinct process
 Management is universal: applicable to all group of activities
 Management applies to managers at all organizational levels
 The aim of all managers is the same: to be productive.

6
 Characteristics of Management

 Co-ordination is the soul of management

 Management is dynamic
 Management attempts to create a desirable future, keeping the
past and present in mind.
 Management is decision making
 Management is a profession

7
 Levels of Management

The 3 levels of management that are commonly found in an organisation are:

a. Top management
b. Middle management
c. Lowest or supervisory management

Board of Directors, MD, CEO, GM

Top
Level
Departmental heads, Superintendents
Middle Level

Foreman, supervisors etc

Lowest Level

8
a. Top level Management

 Top level management is responsible for framing policies of the

organization.
 All critical decisions are also made at this level.
 Top level management consists of board of directors, managing
director, general manager and senior most managers.
 Top level management is administrative in nature.

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 Top level Management
Functions
 Develops long - range plans and strategies
 Top management lays down the objectives and broad policies of the
enterprise.
 Issues necessary instructions for preparation of department budgets
 Consults subordinate managers on subjects or problems of general
scope
 Involved in selection of key personnel
 Controls and coordinates the activities of all the departments

10
b. Middle level Management

 Middle level management is the link between top level and low
level management.
 They devote more time to organizational and directional functions.
 These managers supervise, direct and control the activities of
foremen, inspectors and supervisors.

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 Middle level Management

Functions
 Makes plan of intermediate range and prepares long - range plans for review by top level

management
 Establishes departmental policies

 Counsels subordinates on production, personal or other problems

 Selection and recruitment of personnel

 Training of lower level management

 Interpret and explain policies from top level management to lower level

 Coordinating activities within the division or department

 Sends important reports and other relevant data to top level management

 Evaluate performance of junior managers

 Motivate lower level managers towards better performance

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c. Lower level Management

 Lower level is also known as supervisory / operative level of

management. It consists of foremen, inspectors, supervisors etc.
 They will be mainly concerned with direction of operative
employees.

13
 Lower level Management

Functions
 Makes detailed, short - range operating plans
 Assigning of jobs and tasks to various workers
 Supervise and guide the sub-ordinates
 Reviews performance of subordinates
 Supervises day - to - day operations
 Responsible for the quality as well as quantity of production

14
 Lower level Management

Functions
 Communicate workers problems, suggestions, and recommendatory appeals
etc. to the higher level and higher level goals and objectives to the workers
 Solve the grievances of the workers.

 Training of workers

 Arrange necessary materials, machines, tools etc. for day - to – day

operations
 Prepare periodical reports about the performance of the workers

 Ensure discipline in the enterprise

 Motivate workers
15
 Managerial Skills/ Management Skills

 It’s the ability of a manager to make a smooth functioning team of

people working under him.
 It involves obligation to make effective utilization of human and
material resources.

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 Managerial Skills
 Types
1. Technical skills
2. Conceptual skills
3. Human relational skills

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1. Technical skills

 Technical skill is the ability to perform a manger’s job.

 An accountant, doctor, engineer or a musician all have technical
skills in their respective fields of specialization.
 A manager must possess technical skill.
 It refers to the proficiency in handling methods & techniques to
perform particular tasks.

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2. Conceptual skills
 It is the ability to coordinate and integrate the entire organizational interests

and activities.

a) Decision making skill: ability to make accurate and right

decisions at the right time.

b) Organizational skill: ability to recruit and allocate right

person for the right job.
 A manager must have the ability to see the organization as a whole and not

make decisions from his own departmental point of view.

 He must be able to see how his department is affected by the decisions of

others.
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3. Human relational skills
 It is the ability to build cooperative workgroups to achieve

organizational goals.

a) Communication skills: ability to pass on information to others.

b) Motivating skills: ability to encourage the subordinates.

c) Leadership skills: ability to inspire confidence and trust in

subordinates in order to have maximum cooperation from
them for getting work done.
 The manager must focus his attention on improving his interpersonal

relations with peers, subordinates, and his own supervisors.

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 Scientific management

• “Art of knowing exactly what is to be done and the best way of doing
it”.
• Scientific management is a theory of management that analyzes and
synthesizes workflows, with the objective of improving labor
productivity.
• It’s the result of applying scientific knowledge and the scientific
methods to the various aspects of management and the problems that
arise from them.
• Helps to improve productivity and standardize human efforts.
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 Contributions of F.W. Taylor (1856 – 1915)
 The core ideas of the theory were developed by Frederick Winslow Taylor

(1856 – 1915) in the 1880s and 1890s.

 Known as father of scientific management.

 Scientific management's application is contingent on a high level of

managerial control over employee work practices.

 “A complete mental revolution” on the part of management and labour.

 Stressed the importance of “time and motion study” to increase efficiency

of men and machines.

 Introduced a wage incentive plan known as differential rate system, which

involves payment of higher wages to more efficient workers.

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 Four basic principles of F.W. Taylor
 Develop a science for each element of a man’s work, which replaces the
old rule of thumb method.
 Scientifically select and then train, teach, and develop the work man,
where as in the past he chose his own work and trained himself as best as
he could.
 Heartily cooperate with the men so as to ensure all of the work being done
is in accordance with the principles of science, which has been developed.
 There is an almost equal division of the work and responsibility between
management and workmen. The management takes over all work for
which they are better fitted than the workmen, while in the past almost all
of the work and the greater part of the responsibility were thrown upon the
men. 23
 Principles of Scientific Management (F.W. Taylor)
1. Development of science for each element of work:- analyze the work
scientifically (what, when, who, how.??)
2. Scientific selection, placement and training of workers.
3. Division of Labour
4. Standardization of methods, procedures, tools and equipment.
5. Use of Time and motion study.
6. Differential wage system:- Doesn’t guarantee a min: wage
7. Co-operation between Labour and management.
8. Principle of management by Exception:- Only significant deviations b/w
actual performance and standard performance should be reported to top
managers.
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 Contributions of Henry L Gantt (1861-1919)
 Improved Taylor’s differential piece rate system and came up with a
new idea - every worker who finished a day’s assigned workload would
win a 50% bonus.
 The supervisor would also earn a bonus for each worker who reached
the daily standard, plus an extra bonus if all the workers reached it.
This would motivate the supervisors to train their workers to do a better
job.
 Devised a charting system for production scheduling, now known as
Gantt chart. The Gantt chart is still in use today – basis of the Critical
path Method (CPM) and Program Evaluation and Review Technique
(PERT).
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 Contributions of Frank B and Lillian M Gilbreth (1868-
1924 and 1878-1972)

 Did a lot of research in order to improve work methods and thus to discover one best
way of accomplishing a task.
 Main field of interest was fatigue and motion studies and focused on ways of promoting
the individual worker’s welfare.
 The ultimate aim of scientific management was to help workers reach their full potential
as human beings.
 Motion and fatigue were intertwined – every motion that was eliminated reduced
fatigue.
 Using motion picture cameras, they tried to find the most economical ways of doing
jobs. They concluded that fatigue could be considerably reduced by lightening the load,
spacing the work and by introducing rest periods.

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 Dr. Lillian Gilbreth

 Known as the first lady of management.

 Lillian's thesis turned - book, The Psychology of Management, is one of
the earliest contributions to understanding the human side of
management.
 Her work illustrated concern for the worker and attempted to show how
scientific management would benefit the individual worker, as well as
the organization.
 Lillian wrote about reduction of worker fatigue, how to retool for
disabled veteran workers returning to the workplace, and how to apply
principles of scientific management to the home.
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 Topics (Part 2)

Functions of management
1. Planning
2. Forecasting
3. Organizing
4. Staffing
5. Directing
6. Motivating
7. Controlling
8. Coordinating
9. Communicating
10. Decision making

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 1. Planning
 It is the most important and prerequisite of all the other functions.
 It is the process of establishing goals and suitable course of action to
achieve that goals.
 It consists of goals, policies, procedures, rules, strategies etc.
 Plans made by top-level management may cover periods as long as
five or ten years. On the other hand, the middle and lower level
managers focus on short-range and day-to-day plans.
 It is done in accordance with past events and forecasting events in the
future.
 The elements included in the planning function are:
1. The policies that will help to achieve objectives.
2. The programmes that a manager will carry out
3. The time schedules that a manager will have to meet
4. The budgetary considerations that will be involved

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 2. Forecasting
 It is defined as an estimate of future events, by systematically
combining past and present data.
 It forms the basis of planning of activities of an organization.
 The survival of any manufacturing enterprise depends on its ability to
assess, with reasonable accuracy, the market trends several years
ahead.
 Forecasting begins with sales forecast and is followed by production
forecast and forecast for costs, finance, purchase, profit etc.

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 3. Organizing

 Organizing is the process of arranging and allocating work, authority,

and resources among an organization’s members so that they can
achieve organization’s goals.
 The process of organizing involves:

1. Identifying the works to be performed

2. Classify the work or group the work

3. Assigning activities to the groups or work to individuals

4. Fixing responsibilities

5. Deciding the hierarchy of authority

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 4. Staffing

 The main purpose of staffing is to put right man on right job.

 It involves manning the positions created by organization process.
 It is a process of filling or keeping filled the various positions in the
organizational structure.
 It involves:
1. Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place)
2. Recruitment, selection & placement
3. Training & development.
4. Remuneration
5. Performance appraisal
6. Promotions & transfer

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 5. Directing
 Directing is said to be a process in which the managers instruct, guide and
oversee the performance of the workers to achieve predetermined goals.
 Directing is said to be the heart of management process. Planning, organizing,
staffing has got no importance if direction does not take place.
 Directing initiates action and it is from here actual work starts. Therefore,
Directing is guiding, inspiring, overseeing and instructing people towards
accomplishment of organizational goals.
 It includes:
1. Issuing orders that are clear, complete and within the capabilities of
subordinates to accomplish.

2. Suggesting an incessant training activity in which subordinates are given

instructions to enable them to carry out the particular assignment in the
existing situation.
3. Motivating the workers to meet the expectations of the manager

4. Maintaining discipline and rewarding those who perform well

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 6. Motivating
 It means inspiring people to intensify their desire and willingness to perform
their duties effectively and co-operate for the achievement of common
objectives of the business.
 Motivation is a human psychological characteristic.
 It pertains to various drives, desires, needs, wishes and other forces.
 Motivation is not easy to achieve and what a manager can try to do is to
create a working climate in which all members may contribute to the limits
of their ability.
 Motivational function provides a great deal of challenge to a manager. He
must have the ability to identify the needs of his subordinates and the
methods and techniques to satisfy those needs.

34
 6. Motivating
 The key elements in such a work situation and its effect on the employee are
known to be:
1. The degree to which the employee feels his goals and those of the
organization are similar.

2. The employee’s relationships with his coworkers and especially with his
supervisor.

3. The way in which his job helps him meet his needs for present income and
future security and does so in a manner that seems fair.

4. The extend to which it enables him to feel adequate to his tasks and to gain
a sense of accomplishment for jobs well done.

35
 7. Controlling
 Controlling is the process of ensuring that actual activities conform to plan
activities. It measures the progress of operations and making sure that things
are proceeding in the right direction as planned
 For the control to be effective, a system of communications or reports is
required to inform the manager of the facts on which to base measurements,
comparisons and corrective action.
 A great deal of the manager’s time is involved in controlling
 It involves:
1. Establishing standards of performance.

2. Measuring actual performance.

3. Comparing actual performance to the established standards.

4. Taking corrective action if deviations are detected.

36
 8. Coordinating
 Coordination is the process of integration of the activities of separate
departments of an organization to accomplish organizational goals.
 It involves harmonizing the individual goals of the subordinates with
the goals of the organization.
 Coordination is needed both up and down the organization structure
and laterally as well.
 It can also occur among people working at different organizations.
 The extent of coordination depends on the nature of activities
performed and the type of organization structure.

37
 9. Communicating
 It’s a process by which instructions, ideas, thoughts or information are
transmitted, received and understand by persons working in organization.
 Methods of communication are:
1. Verbal or written communication

2. Formal or informal communication

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 10. Decision making
 Decision-making is the process of identifying and selecting a course of

action from among alternatives.

 Decision-making is an important part of every manager’s job and it

requires all the skill and judgment a manager accumulates over the years.
 The manager constantly seeks to make correct decisions involving the use

of the various types of resources at his disposal to attain the various

objectives.
 A manager decides on the utilization of men, materials and machines to

achieve such goals as quality, low cost, quick delivery, safety and so on.

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 Topics (Part 3)

 Introduction to Organization

 Definition

 System approach applied to Organization

 Necessity and Elements of Organization

 Characteristics of Organization

 Process of Organization

 Principles of Organization

 Formal and Informal Organization

 Organization structure

 Types of Organization structure

40
 Introduction to Organization

An organization, or organisation is an entity,

such as a company, an institution, or
an association, comprising one or
more people and having a particular purpose.

41
 Definition
 Organization is a pattern of relationships among the individuals working
together for a common goal.
 It is a system consisting of men, materials, machinery and money working
for a common goal.
 It is concerned with building, developing and maintaining of effective
machinery for accomplishing the objectives of the enterprise.
 Eg: Banking system

42
 System approach applied to Organization
 The systems approach considers organization as a system composed of sub
systems that are inter-related.
 Systems have boundaries, but they also interact with external environment.
That is, they are open systems. This approach recognizes the importance of
studying inter-relatedness of planning, organizing, and controlling in an
organization as well as the many subsystems.

43
 Necessity of Organization

 Complexity of Industry
 Growing Competition
 Optimum utilization of resources
 Fixation of authority and responsibility
 Reduced labour problems
 Co-ordination and directing efforts
 Facilitates administration
 Stimulates creativity.

44
 Essential Elements of good Organization
 It must be helpful in the achievement of objectives.
 There must be harmonious grouping of activities.
 The activities of the organization must be co-ordinated properly.
 An organization must be complete in all respects.
 Proper division of work and labour
 An organization should have an effective communication system.
 The Span of control should be reasonable.
 Provision of expansion
 Clear and well defined policies and procedures
 Employees satisfaction is essential
 Proper division of authority and responsibility.
45
 Characteristics of Organization
1. Organization is made up of a group of people
2. The group works under an executive head
3. Organization is a tool of management
4. It leads to division of work and responsibilities
5. It defines and fixes the duties and responsibilities of employees
6. It establishes a relationship between authority and responsibility and
controls the effort of the group
7. Organization is a step towards achievement of established goals

46
 Process of Organization
(Steps in organizing process)

1. Determination of objectives, strategies, plans and policies.

2. Determination of activities
3. Separation and grouping of activities
4. Delegation of authority
5. Delegation of responsibility
6. To establish inter-relationships
7. Providing physical facilities and proper environment
8. Preparation of Organisation chart

47
Organization Chart

48
 Principles of Organization
1. Consideration of unity of objectives: the objectives must be clearly
defined for the entire enterprise, for each dept. and even for each position
in the organisation structure.
2. Principle of specialization: Work should be distributed among the
persons very carefully on the basis of their skill, experience and ability to
do that work.
3. Principle of authority: Line of authority should be clearly established in
the structure of organisation in order to avoid overlapping actions,
omission of acts etc.
4. Principle of Co-ordination: Different depts. should have to co-ordinate
with each other to achieve common goals.
5. Principle of unity of command: Each subordinate should have only one
superior and dual subordination should be avoided.
6. Principle of Span of control: The no. of persons who are directly
responsible to the executive is called span of control. In an average firm
SOC range is from 6 to 20.

49
 Principles of Organization
7. Principle of exception: Only exceptionally complex matters should be
referred to the executives for their decision and matters of routine nature
should be decided by the sub-ordinate themselves.
8. Principle of flexibility: The organisational structure should be flexible
enough to permit slight alterations and expansions whenever needed, due
to changed circumstances.
9. Principle of simplicity: The organisational structure should be simple
with minimum no. of levels
10. Principle of Responsibility: the superior should be held responsible for
the acts of his subordinates to whom he has delegated authority.
11. Principle of balance: There should be balance between;
- the activities
- authority and responsibility
- standardization of procedures and flexibility
- centralization and decentralization

50
 Principles of Organization
12. Principle of continuity: The Organization structure should be in such a way that
it enables to continue its useful existence for a longer period.

13. Scalar principle: The authority originating from the top should flow below
without any interruption.

14. Principle of parity between authority and responsibility: Authority means ability
of the superior to command and responsibility means the obligation of the
subordinates to a superior to perform the assigned task. Both should go hand in
hand.

15. Principle of efficiency: Enabling the enterprise to attain objectives with minimum
cost and effort.

16. Principle of Communication: A good communication system is essential for

smooth flow of information.
51
 Types of Organization
 Formal Organization
– FO are those which have a system of well defined positions,
authority, responsibility, rules, policies, principles etc.
– They are co-ordinated towards a common objectives.

 Informal Organization
– Arises from the personal and social relations of the people
which may or may not be work related.
– Arising spontaneously as people associate with one another.

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Types of Organization

53
 Organization Structure
 OS means the systematic arrangement of people working for the
organization and their relationship between positions.
 It defines the functions to be performed, objectives to be established,
the availability of resources, working relationship of the individual
participants etc.

 Factors

 Size of Org.
 Nature of the product being manufactured.
 Complexity of problem being faced.

54
 Types of Organization Structure
 A few commonly known forms of organization structures or types of
organization are:
1) Line organization
2) Line and staff organization
3) Functional Organization
4) Project Organization, and
5) Matrix Organization

55
 Line Organization
 Based on similarities of activities, different departments are created.
 Each department is placed under one department head & he/she has the
full authority all over them.
 Authority flows from top to bottom in a vertical line.
 Unity of command is maintained.
 Superior will be responsible for the performance of sub-ordinate to his
commanding officer.
 Line Organization is also called military or scalar organization.
 Line organization is suitable for small concerns and for automatic and
continuous process industries such as paper, sugar, cement, textile, etc.

56
Line Organization

57
Line Organization

58
 Advantages of Line structure

 Simplicity and clarity

 Clear cut authority and responsibility
 Strong discipline
 Capable of developing all round executives at higher levels of
authority

59
 Disadvantages of Line structure

 Neglects specialists
 Lack of specialization may lead to wastage of materials as well
as man and machine hours
 Overloads a few important executives
 Encourages dictatorial way of working
 Limited to very small concerns

60
 Line and staff organization

 In a big organization manager will have to do a variety of

functions and he may not be expertise in all areas.
 Special executives will be employed to assist line executives and
they were known as staff, whom to perform specialized function.
 Supervisory authority will be given for line executives and the
staff executives gives advices and expert opinion, have no direct
authority.

61
Line and staff organization

62
Advantages of Line and staff organization

 Specialization benefits of staff can be profitably utilized to have

standard operations.
 Line executives are relieved of some of their workloads and are
thus able to concentrate on other important matters.
 Less wastage of material and labour
 Improved product quality
 Relatively flexible

63
Disadvantages of Line and staff organization

 Staff – line conflict

 Paper work may be increased very much
 Staff men may dominate over the lower the lower-level line
managers
 Increased product cost because of high salaries of staff
executives
 Too much staff activity may complicate a line executive’s job of
leadership and control

64
Line and staff organization

65
 Functional organization
 Modified form of line organization
 Authority rests with functional heads
 Staffs are grouped and located by specialty into functional
departments: each headed by a functional manager. Each member of
staff has one clear boss.
 Functional manager are specialists in their respective areas and is based
on high degree of specialization.
 This specialization leads to greater efficiency and refinement of
particular expertise.
 The functional structure helps to focus on those departments that are
critical for the success of the enterprise. 66
Functional organization

67
 Advantages of Functional organization

 Efficient use of resources

 Simplifies training
 Promotes professional development
 Centralized control of strategic decisions
 Improved quality of work

68
Disadvantages of Functional organization

 Limits development of general managers or all-round executives

 Restricted view of company objectives
 Difficulty in multifunctional decision making
 Promotes narrow specialization
 Makes industrial relationships more complex

69
 Project Organization
 Firms dealing with multiple products or different projects usually adopt
project organization.
 It consist of an autonomous project team, existing independently of the
rest of organization.
 The emphasis in project organization is on creation of teams for the
accomplishment of specific objectives.
 The project team is assembled for a specific project under the action of
project manager.
 The team is thus temporary and will be dispersed when the project is
completed.

70
Project Organization

71
 Advantages of Project Organization

 Flexibility
 Responsive to changing environment
 Encourages team work

72
 Disadvantages of Project Organization

 Projects can be of short duration leading to frequent change in

organization structure
 Professionals prefer to be allied with their professional group
rather than being allied with a project
 Trained professionals need not tolerate the insecurity of frequent
organization change

73
 Matrix Organization
 They are those that comes between fully functional and fully project
organizational structure.
 Staffs are grouped and located by speciality into functional units
headed by a functional manager.
 The project manager works with the functional manager for timely
completion of project.
 The matrix organization is an organization structure that establishes
two chains of command, one vertical and one horizontal, at the same
time.
 It is intended to combine the advantages of functional structure and
project structure.
74
Matrix Organization

75
 Advantages of Matrix Organization

 Decentralized decision making

 Efficient use of functional managers
 Capable of adapting to fast environmental changes
 Flexibility

76
 Disadvantages of Matrix Organization

 Violates the principle of unity of command

 High administrative costs
 Requires tremendous horizontal and vertical co-ordination
 Chances of interpersonal conflicts

77
 Topics (Part 4)
FORMS OF BUSINESS ORGANIZATION
 Concept of Ownership organization
 Types of ownership
1. Individual ownership
2. Partnership
3. Joint stock company
Private and public limited company,
4. Co-operative organizations
5. State ownership
 Public corporation

78
 Ownership Organisation
A firm is an Ownership organisation which
combine the factors of production in a plant for the purpose of
producing goods or services and selling them at profit.
• Business
Business may be defined as an activity in which
different persons exchange something of value, whether goods
or service, for mutual gain or profit.
• Factors
 Size and nature of organisation
 Technical difficulties
 Market competition and scope of articles in markets
 Capital required
 Limitations and restriction put forth by govt.
 Types of Ownership

Private Sector Public Sector

1. Individual Ownership 1. Departmental Organisations
2. Partnership 2. Public corporations
3. Joint Stock Company 3. Government Companies
4. Co-operative organization

Joint Sector
 PRIVATE SECTOR
 Private sector organizations, as the name indicates, are exclusively
owned by private individuals.
 The efficiency of the private sector organizations is usually very
high compared to organizations from any other sector.
 The important forms of the private sector organizations are:
1. Individual/Single ownership
2. Partnership
3. Joint stock companies
4. Cooperative organization
 1. Individual/single Ownership
 Simplest and oldest form of Organisation.
 Individual entrepreneur supplies the entire capital, also known as sole
proprietorship.
 Entire Authority & responsibility belongs to him and also the profit and
loss.
 An individual introduces his own capital, uses his own skill and
intelligence in the management of its affairs and is solely responsible
for the results of its operation.
 In Short it’s a “one man business”, if need he can employ a person to
assist him.
 His liabilities will be unlimited.
– Applications.
Small scale industries
Risk covered is not too heavy
Management by one man is possible
 Advantages of Individual/single Ownership
 Ease of formation and dissolution.
 Direct relationship between effort and reward serves as a powerful
incentive to the proprietor to manage the concern efficiently
 Ease of coordination
 Promptness in decision-making
 Flexibility in management
 Secrecy of the affairs of business can be maintained
 Freedom from government regulations
 Disadvantages of Individual/single
Ownership
 The amount of capital that can be invested is limited, therefore,
rendering it unsuitable for modern business
 All the qualities required for success in business are rarely found in a
single person
 The liability of the sole proprietor will be unlimited
 Uncertainty of duration as the firm may cease to exist with the death of
the proprietor
 2. Partnership Organization
 Owned by 2 or more persons who share the power, responsibilities
and profits according to an agreement reached amongst themselves.
 Person may possess exceptional business ability, experience, talent
but no capital, then he can have a financing partner (vice versa).
 “Partnership deed” – written agreement
 Indian partnership act defines partnership as the relation between
persons who have agreed to share profits of a business carried on by
all or any of them acting for all.
 The contribution of the partners in running the business need not be
same.
 2. Partnership Organization
 The partnership is created by mutual consent and voluntary agreement.

 Registration of a business under partnership is essential under shops and

establishment act in order to take legal help in enforcing the terms of
agreement on the partners.
 Every partner has an unlimited liability in respect of the firm’s debt and
limitation of the liability through mutual agreement is not possible legally
under partnership.
 active partners

 sleeping partners

 nominal partners

 secret partners

 minor partners
 Advantages of Partnership Organization
 Ease of formation as there are very little legal formalities
 Larger financial resources as compared to single ownership
 Balanced judgment as the partners possesses various sorts of talent,
expertise and experience
 Adequate credit availability because of unlimited liabilities of the
partners
 Flexibility of operation
 Secrecy in business
 Losses, if any, are shared by the partners
 Disadvantages of Partnership Organization

 Unlimited liabilities of each partner

 All partners suffer because of the wrong steps taken by any of the partners
 Uncertain life as partnership may dissolve by death or insolvency of a
partner
 Lack of public confidence as the affairs of the business are kept secret and
the accounts is not published
 Non-transferability or restricted transferability of the partners’ interest in
the business
 3. Joint Stock Company
 It is a voluntary association of individuals for profit, having a capital divided
into transferable shares of different values.
 Persons who purchase shares are called Share Holders and managing body is
known as Board of Directors, whom elected by the Share Holders.
 Legal business owned by the shareholders having limited liability and managed
by an elected Board of Directors.
 Capital is contributed by large number of persons in the form of shares of
different values.
 In this form of organization liability of the shareholder is limited to the amount
of shares held by him and he is free from the responsibility of the debts and
claims of the company beyond the value of shares.
 Types:- a) Private Ltd. Company b) Public Ltd Company
 a) Private Ltd. Company
 Owned and managed by a group of members from family, relatives or
friends.
 Formed by 2 or more members & maximum is limited to 50.
 Transfer of share is limited to members only and general public cannot
be invited to purchase shares.
 A private limited company need not make the prospectus, accounts and
other particulars open to public.
 The government also does not interfere on the working of the company.
A private limited company, while conferring the advantage of limited
liability, allows a business to be privately owned and managed.
 b) Public Ltd company
 It is opened to general public

 Minimum number of persons are 7 and there is no upper limit.

 They are subjected to greater control and supervision of the govt.

 This control is necessary to protect the interest of the shareholders and the
members of the public.
 The affairs of the public limited company should be made open to public by
publishing in leading newspapers.
 Shares are transferable without any prior approval.

 The affairs of company are managed by BOD

 The public limited companies can advertise to offer its share to general public
through a prospectus and there is no restriction on the transfer of shares
Private Ltd Company Vs Public Ltd Company

Sl. No Basis of Description Private Ltd Public Ltd

1 Minimum no: of members Two Seven
2 Maximum no: members Fifty Unlimited
3 Invitation of public for capital No Yes
4 Transferability of shares Restricted to Free
members
5 Secrecy Possible Not possible
6 Prospectus Not necessary Yes, necessary
7 Minimum no: of directors Two Three
8 Exemption from legal Yes No
restrictions
9 Quick Decision Possible Not Possible
10 Protection to members Less More
 Advantages of Joint Stock Company

 Availability of large capital

 Limited liability
 Not affected by the death or retirement
 Risk of loss is divided among the shareholders
 Ease of expansion
 Services of specialists can be obtained
 Cheaper and better production because of large-scale production with
the use of modern technology, which the company can afford
 Disadvantages of Joint Stock Company
 Lack of personal interest on the part of the salaried manager can lead to
inefficiency and waste.
 Board of directors and managers who have intimate knowledge of the
financial position of the company may purchase or sell the shares
accordingly for their personal profits
 Requires a great deal of legal formalities to be observed
 Difficult to maintain secrecy
 Few shareholders having greater number of shares may secure control
over the company
 Slow decision-making
 4. Co-operative Organization
 Its an Organisation where in persons voluntarily associate as human beings
for the fulfillment of their common economic interests.
 Set up with a primary objective of helping its members rather than making
profit.
 The primary motive of a cooperative society is to provide maximum
service to its members and not to make profits.
 This does not, however, mean that a co-operative does not work for profit
at all.
 Whatever is the profit, it will be partly distributed as bonus to its members.
Types
1. Producers Co-operative society
2. Consumers Co-operative society
3. Housing Co-operative society
4. Co-operative Credit society
1. Producer’s Co-operative society
 They are formed to protect the interest of small producers by
making available items of their need for production (like raw
materials, tools etc)
 For buying and selling the products, produced/cultivated by the
members to eliminate middlemen and get better prices.
 Eg: handlooms, coir, handicrafts etc.

2. Consumer’s Co-operative society

 For the retail trade of household and consumable items.
 Eg: Stores in School & Colleges.
3. Housing Co-operative society
 Formed for the purpose of getting plots or constructing houses for
needy persons by providing loans, reducing cost of construction etc.

4. Co-operative credit Society

 It’s objective is to finance the poor cultivators by providing loans at
low Rate of Interest (ROI) for developing land, buying agro
machineries etc.
 Formed by persons working in the same organisation to provide
loans to the members in case of financial difficulties etc.
 Advantages of Co-operative Organization

 Democratic management
 Limited liability
 The life of a cooperative society is not affected by the death or
insolvency of a member
 Ease of coordination because of the cooperation among the members
of the society
 Monetary help can be secured from government
 Helps development of moral character
 Disadvantages of Co-operative Organization
 Limitation of capital
 Excessive government regulation
 Lack of secrecy
 Insufficient motivation
 Inefficiency of management as the members generally lacks technical
knowledge and may not be competent enough
 PUBLIC SECTOR
 Owned and managed by Central or State government.

 Controlled and operated by the govt. or in association with private

enterprises.
 Public sector companies are established by the government to produce and
supply goods and services required by the society.
 Public sector prevents the economic unbalance in the nation.

 It also serves as a means to obstruct the monopolistic tendencies.

 Capital is invested by the govt. or govt. controlled financial institutions

like LIC, UTI, Public sector banks etc.
 Public Sector Undertaking (PSU) is a term used to refer companies in
which the govt: owned a majority (51% or more) of the company equity.
 PUBLIC SECTOR

 The important forms of public sector organizations are:

1. Departmental organizations
2. Public corporations
3. Government companies
 1. Departmental Organizations
 It’s the business organisation which are owned, managed and run by the
govt: or local bodies like municipality, district board etc.
 Generally done in the case of water supply, electricity, gas, bus, railways,
navigation etc.
 A top executive appointed by the ministry concerned will manage the
organization.
 In certain organizations cooperation from several ministries may be required
and in such cases a board or committee of representatives from the
ministries concerned will manage the organization.
 Social benefit is of primary importance while profit motive is given as
secondary consideration.
 Eg: Railways, Posts and Telegraphs etc.
 2. Public Corporations
 Owned by the govt-either Central, State or local bodies.

 It is managed by the Board of Directors nominated by the government.

 It combines the public interest of the govt. body & autonomous

management of the public sector.
 Though the total capital is provided by the government, they have separate
entity and enjoy independence in matters related to appointment,
promotions etc.
 Public service rather than profit maximization becomes the main aim of
such corporations.
 Eg: FCI, ONGC, Financial corporation, Industrial development
corporation etc.
 3. Government Companies

 A govt. company is any company in which not less than 51% of the share
capital is held by the Central or State govt: or partly by both.
 Managed by elected Board of Directors.

 Eg: FACT, HAL, HLL, HMT etc.

 Advantages of Public Sector
 Helps for the betterment of the community and for the welfare of the
people
 Facilities like power, transport, credit, and insurance, etc are easily
made available to public sector units
 Because of the government control economical and social objectives
can easily be achieved
 Provides better working conditions to the employees and cheaper and
better products and services to the customers
 Encourages industrial growth of under-developed regions in the
country
 Provides employment opportunities to all sections of the people
 Prevents monopolistic tendencies and paves the way for equitable
distribution of wealth among different sections of the community
 Disadvantages of Public Sector
 Because of bureaucratic control generally timely decisions are not
taken
 Lack of initiative among workers because promotions are seniority
based rather than merit based
 Too much of interference by the political leaders and government in
the internal affairs of public sector units
 Misuse of excessive freedom (compared to private concerns) cannot
be ruled out
 Inadequate accountability
 Government officials prefer to work according to certain rules and
regulations and therefore lesser flexibility
 Incompetent persons may occupy high levels
 JOINT SECTOR
 The concept of joint-sector implies the participation of both the
government and the private sector in the share capital and general
management of the business.
 It combines the best aspects of both private sector and public sector
organizations and aims at achieving the task of social justice through
efficient use of resources.
 Joint sector firms can be a pure Indian firm or an Indian firm with
foreign collaboration
 Advantages of Joint Sector

 Helps to foster the industrial development with social justice

 Checks business malpractices
 Antidote to monopoly and concentration of economic power
 Combines the best aspects of both private sector and public sector
organizations.
 Makes nationalization unnecessary
 Disadvantages of Joint Sector

 Lack of confidence between two sectors

 Managerial autonomy making the owners passive in business
 Inadequate accountability