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God does not love any person for his/her out appearance and riches. Human beings pay attention to material things. To prove this, the pot/speaker mentioned about a text found by an old religious man that proves that only God can love a person for himself/herself. We should not expect the same from human beings. Human beings prefer to see only outward beauty. The speaker tells that only God can be so great as to avoid external beauty and look beyond it. Man, on the other hand, falls for the things that appear pretty from outside and never bothers about what lies inside. The poet wants to say that it is a truth since time immemorial that men can not easily judge women on anything other than their looks.

Davission-Germer experiment shows wave nature of electrons. The phenomenon of diffraction of electron beam was observed in this experiment to produce magnetic field upward

This process is called Groupthink. 

Prejudice is an example of negative attitude towards people. 

People attribute failure to task difficulty they are referring to External, unstable.

If a child gives trouble in eating dinner, an antecedent operation would be to praise the child, every time he finishes dinner False.

The comment added by Anne in her diary as early as on 28th September 1942 presents a very “dismal prospect”. She writes : “Not being able to go outside upsets me ....... and I’m terrified that our hiding place will be discovered and that we’ll be shot.” A girl of thirteen shows a rare insight. Unfortunately, how prophetic and true turned out her words! The annexe was raided on the morning of 4 August, 1944.

But Anne didn’t always think so badly about the future of her family and the life in the secret annexe all the times. No doubt, she thought that she would never ever “feel at home” there but it didn’t mean that she hated it. She thought it otherwise.

The annexe was an ideal place to hide in. It might be damp and lopsided but there was probably not a more comfortable hiding place in all of Amesterdam. Actually, she considered it the best hiding place in “all of Holland.”

But Anne is always torn between deep dismay and hope. She pictured all the eight persons in the Annexe. They were surrounded by “darkness and danger”. But Anne felt “selfish and cowardly” when she thought of Hanneli and those suffering along with her. She prayed to God to perform a miracle and save Hanneli and others. For Anne, Hanneli symbolised the sufferings of her friends as well as that of Jews in general.

But Anne doesn’t leave hope either for himself or for her family. No doubt, she can hear the approaching thunder’ that will destroy them. She also feels the sufferings of millions. And yet, when she looks up at the sky, she somehow feels that “everything will change for the better”. She feels that the cruelty of the war will end.

147, Civil Lines 

Ahmedabad 

24 September, 20XX 

The Coach 

(School Cricket Team) 

St. Francis School 

Ahmedabad 

Subject : Selection in the team. 

Sir 

Yesterday I was shocked to hear that I had not been selected for the Inter-School Cricket Tournament to represent our school. I am an ace batsman of the team and has been working very hard for this tournament. I am very disappointed. 

I request you to reconsider your decision and offer me one more chance. I’ll leave no stone unturned during my practice for this tournament. Waiting for a positive reply from your end. 

Thanking You 

Yours truly 

Ravikant

For particle to move undeviated, 

q vector E + q vector v x vector B = 0

=> vector E = - vector v x vector B

Given vector v = -v i cap, vector B = -Bk cap

∴ vector E = - (-vi cap) x (- Bk cap) = -vB(-j cap) = vBj cap

i.e., magnitude of electric field is vB and its direction is along positive Y-axis.

When the current in a coil is changed, a back emf is induced in the same coil. This phenomenon is called self-induction.

The total flux passing through the cube is

ϕ = q/ε₀

The frequency of electromagnetic waves does not change while travelling through a medium.

The phase difference between any two points on a wave front is zero.

Improving employees motivation.

Budget is the type of plan formulated by the financial manager. 

Importance of directing: 

1. Directing helps to initiate action in the organization towards attainment of desired objectives. 

2. Directing integrates employees's efforts in the organisational in such a way that e very individual effort contributes to the organisational performance. 

3. Directing guides employees to fully realize their potential and capabilities by motivating and effective leadership. 

4. Directing facilitates introduction of needed changes in the organisation. 

5. Effective directing helps to bring stability in the organization.

(i) Order: Fayol advocated that people and resources must be in suitable places at appropriate time for maximum efficiency i.e. there should be a place for everything and everyone in an organisation and that thing or person should be founds in its allotted place. This will lead to increased productivity and efficiency.

For example, Raw material should be available at the place prescribed for it.

(ii) Initiative:

• It means eagerness to initiate action without being asked to do so.
• A good organisation should have an employee suggestion system whereby initiative/suggestions which result in substantial cost and time reduction should be rewarded.

Features of planning:

(i) Planning focuses on achieving objectives:

• Planning is goal-oriented. Planning helps in defining objectives and preparation of necessary action plans to achieve them.
• These act as a guide for deciding what action should be taken and in which direction. Thus, it helps in achieving organisational objectives.

(ii) Planning is the primary function of management:

• Planning is the first and foremost function of management. All other functions like organising, staffing. directing and controlling come later.
• Hence, it provides the basis for other functions.

(iii) Planning is pervasive:

• Planning is pervasive because it is required in all organisations, at all levels and in all departments though the scope of planning differs among different levels and among different departments.

(iv) Planning is futuristic:

• Planning involves peeping into the future, foreseeing future events, analysing them and preparing plans accordingly.
• Its purpose is to meet future events effectively for betterment of the organisation.

(v) Planning is a mental exercise:

• Planning is thinking before doing.
• It requires thinking about 'What','How','When' and 'By whom' etc. It involves logical thinking about the future events and consequent decision making.

(vi) Planning is continuous:

• Planning is a continuous function. Planning process begins with the establishment of the organisation and continues as long as an enterprise is in existence.
• Also, it is performed in all situations and at all levels.

(vii) Planning involves decision making:

• Planning is essentially a process of making choice among various alternatives.
• There will be no need for planning if there is only one course of action.

Hence, we can say that planning involves decision making too.

A strategy provides the broad contours of an organisation's business. It is a unified comprehensive integrated long term plan that relates the strategic advantages of the firm to the challenges of environment. It is designed to ensure that the basic objectives are achieved through proper execution. Thus, a strategy includes three dimensions:

(a) determining long-term objectives.

(b) adopting a particular course of action.

(c) allocating resources necessary to achieve the objectives.

(d) Rule:

(i) A rule is a statement that specifies what is to be done or not be done. It is a guide to behaviour.

(ii) A rule does not allow for any flexibility or discretion and prescribes penalty for violation

Measures to overcome communication barriers are:

(i) Clarify the ideas before communication: The problem to be communicated to the subordinates should be clear in all its perspective to the executive himself. The entire problem should be studied in depth, analysed and stated in such a manner that is clearly conveyed to the subordinates.

(ii) Communicate according to the needs of the receiver: The level of understanding of receiver should be crystal clear to the communicator. Manager should adjust his communication according to the education and understanding levels of the subordinates.

(iii) Consult others before communicating: Before actually communicating the message, it is better to involve others in developing a plan for communication. Participation and involvement of subordinates may help gain ready acceptance and willing cooperation of subordinates

(iv) Be aware of language, tone content of the message: The contents of the message, tone, language used, manner in which the message is to be communicated are the important aspects of effective communication. The language used should be understandable to the receiver and should not offend the sentiments of the listeners. The message should be stimulating to evoke response from the listeners.

(v) Convey things of help and value to the listeners: While conveying message to the others, it is better to know the interests and needs of the people with whom you are communicating. If the message

relates directly or indirectly, to such interests and needs it certainly evokes response from communicate.

(vi) Ensure Proper feedback: The communicator may ensure the success of communication by asking questions regarding the messages conveyed. The receiver of communication may also be encouraged to respond to communication. The communication process may be improved by the feedback received to make it more responsive.

(vii) Communicate for the present as well as for the future: Generally, communication is needed to meet the existing commitments, to maintain consistency; the communication should aim at future goals of the enterprise also.

(viii) Follow up communications: There should be regular follow up and review on the instruction given to subordinates. Such follow up measures help in removing hurdles if any, in implementing the instructions.

(ix) Be a good listener: Manager should be a good listener. Patient and attentive listening solves half of the problems. Managers should also give indications of their interest in listening to their subordinates.

(a) Policy: Policies are the general statements which guide thinking and action organisation. A policy serves as a guide to decision makers to channelizes the energy in a proper direction. It provides direction to deal with a particular situation. Such a policy is the general response to a particular problem or situation. Policies guide the managerial action and decisions in the implementation of strategy. For example, sales policy, recruitment policy etc.

(b) Strategy: A strategy provides the broad contours of in organisation's business. It is a unified comprehensive integrated long term plan that relates the strategic advantages of the firm to the challenges of the environment. It is designed to ensure that the basic objective are achieved through proper execution. Thus a strategy includes three dimensions:

(a) Determining long-term objectives.

(b) Adopting a particular course of action

(c) Allocating resources necessary to achieve the objectives.

Importance of controlling:

(i) Accomplishing Organisational Goals: The controlling process is implemented to take care of the plans. With the help of controlling, deviations are immediately detected and corrective action is taken. Therefore, the difference between the expected result and the actual results is reduced to the minimum. In this way, controlling is helpful in achieving the goals.

(ii) Judging Accuracy of standards: While performing the function of controlling, a manager compares the actual work performance with the standards. He tries to find out whether the laid down standards are not more or less than general standards. In case of need, they are redefined.

(iii) Making efficient use of resources: Controlling makes it possible to use human and physical resources efficiently. Under controlling it is ensured that no employee deliberately delays his work performance. In the same way, wastage in all the physical resources is checked.

(iv) Improving employee motivation: Through the medium of controlling, an effort is made to motivate the employees. The implementation of controlling makes all the employees to work with complete dedication because they know that their work performance will be evaluated and if the progress report is satisfactory, they will have their identity in the organisation.

(v) Ensuring order and discipline: Controlling ensures order and discipline. With its implementation, all the undesirable activities like theft, corruption, delay in work and uncooperative attitude are checked. As a result of this, discipline is established in the organisation.

Supervision refers to overseeing the work of the subordinates by their respective superiors.

Importance of Directing:

Integrated group activity: The organisational goals can be achieved only when individual efforts are integrated. Directing integrates employee's efforts in such a way that every individual efforts contributes to the organisational performance.

(ii) Help to implement changes: An organisation operates in a changing environment. A proper system of direction helps in motivating employees to take up challenges of new situations. Directing helps the organisation to became dynamic and responsive to new developments.

(iii) Initiates action: Direction sets an organisation into motion. Through directing, other managerial functions are initiated and activated. Directing helps the management to supervise, communicate, lead and motivate people at work to function in the desired way for achieving organisational goals.

(iv) Directing attempts to get maximum out of the individuals: Every employee has potential and capacity which needs to be harnessed by the superiors. By using elements of direction, i.e. Supervision, Motivation, Leadership and Communication, the efficiency of employees can be raised through willing cooperation.

(v) Brings stability and balance in organisation: Directing fosters cooperation and commitment among the people and help to achieve stability and balance among various groups, activities and the departments.

Limitations of Planning:

(a) Leads to rigidity: Once a plan is drawn, managers may not be in a position to change it.

(b) May not work in a dynamic environment: It is difficult to accurately assess future trends in environmental changes required for effective planning.

(c) Reduces Creativity: Middle managers have to just implement the plans formed by top management without any deviations.

(d) Involve huge cost: Cost is incurred on discussions with professional experts, etc.

(e) Time consuming:  A lot of time is consumed in collective and analysis of data, less time may be left for implementation. 

(f) Planning does not guarantee success: Previously successful plans may not work again, cannot guarantee to be successful again in similar situation.

Limitations of planning:

(a) Planning leads to rigidity: In an organisation, a well-defined plan is drawn up with specific goals to be achieved within a specific time frame. These plans then decide the future course of action and managers may not be in a position to change it. This kind of rigidity in plans may create difficulty. Managers need to be given some flexibility to be able to cope with the changed circumstances. Following a pre-decided plan, when circumstances have changed, may not turn out to be in the organisations interest.

(b) Planning may not work in a dynamic environment: The business environment is dynamic, nothing is constant. The environment consists of a number of dimensions, economic, political physical, legal and social dimensions. The organisation has to constantly adapt itself to changes. It becomes difficult to accurately assess future trends in the environment if economic policies are modified or political conditions in the country are not stable or there is a natural calamity.

(c) Planning reduces creativity: Planning is an activity which is done by the top management. Usually, the rest of the members just implement these plans. As a consequence, middle management and other decision makers are neither allowed to deviate from plans nor are they permitted to act in their own. Thus, much of the initiative or creativity inherent in them also gets lost or reduced. Thus, planning in a way reduces creativity since people tend to think along the same lines as others. There is nothing new or innovative.

(d) Planning involves huge costs: When plans are drawn up huge costs are involved in their formulation. These may be in terms of time and money. For example, checking accuracy of facts may involved lot of time. Detailed plans require scientific calculations to ascertain facts and figures. The costs incurred sometimes may not justify the benefits derived from the plans. There are a number of incidental costs as well, like expenses on boardroom meetings, discussions with professional experts and preliminary investigations to find out the viability of the plan.

(e) Planning is a not time-consuming process: Some-times plans to be drawn up take so much of time that there is not much time left for their implementation.

(f) Planning does not guarantee success: The success of an enterprise is possible only when plans are properly drawn up and implemented. Any plan needs to be translated into action or it becomes meaningless. Managers have a tendency to rely on previously tried and tested successful plans. It is not always true that just because a plan has worked before it will work again.

Following are the factors affecting working capital of a company:

(i) Length of operating cycle/Production cycle: Operating cycle refers to the length of the manufacturing cycle, i.e. the periods taken to convert raw materials into finished products. Longer period means more working capital is required and vice-versa.

(ii) Credit policy/Credit allowed: If liberal credit terms are given and a liberal policy is followed, then the company would require more working capital as there is less cash inflow and vice-versa.

(iii) Nature of business: Manufacturing firm requires high amount of working capital as compared to a trading organisation, to convert raw materials into finished goods.

(iv) Scale of operations: Large amount of working capital is required by firms operating on a large scale of operations in terms of debt, inventory, etc. as compared to small scale firms.

(v) Seasonal factor: Higher amount of working capital is required by the organisation during its peak season as the level of activities is higher as compared to lean season.

(vi) Business cycle: During boom period, when sales are high, higher amount of working capital is required as compared to depression period.

(vii) Credit availed: If it is difficult to avail credit by the firm (on its purchases) from suppliers then, higher amount of working capital is required.

(viii) Available of raw material: Higher lead time (i.e. time lag between the placement of order and actual receipt of the materials) and interrupted availability of raw materials will raise the requirement of working capital.

(ix) Operating efficiency: Less requirements of working capital will be there in a firm in the presence of best sales efforts, ideal debtors turnover ratio and higher inventory turnover ratio.

(x) Level of competition: Working capital requirements will be more if level of competitions is high.

(xi) Inflation: At a higher rate of inflation, working capital requirement will also be higher.

(xii) Growth prospects: If an organisation has planned for higher growth prospects then its requirement for working capital will be higher.

Factors affecting fixed capital requirements of a company:

(i) Nature of basis: A manufacturing concern requires more fixed capital to purchase fixed assets e.g. plants and machinery, etc. as compared to a trading concern.

(ii) Scale of operations: A larger organisation operating at a higher scale needs bigger plants, more space, etc. and therefore requires more fixed capital as compared to small organisations.

(iii) Choice of technique: The business organisations using capital intensive techniques require more fixed capital whereas companies using labour-intensive techniques less capital.

(iv) Technology upgradation: Industries in which technology upgradation is fast need more amount of fixed capital as when new technology is invented, old machines become obsolete and they need to buy new plants and machinery whereas companies where technological upgradation is slow they require less fixed capital as they can manage with old machines.

(v) Growth prospects: Companies which are expanding and have high growth plan require more fixed capital, to invest in more plants and machinery and other fixed assets in comparison to the companies having slow growth track or less growth prospects.

Improving employees’ motivation.

Objectives – Objectives are the type of plan which determines end points, for the attainment of which all activities are undertaken. 

Following are the features of objectives : 

1. Objectives reflect philosophy of management. They summarise the pious intention of the management. They focus on broad general issues. 

2. Objectives indicate the destination. They need to be expressed in specific or quantitative terms. 

3. Objectives are always laid down by the top management. 

Budget – A budget is a statement of expected results expressed in numerical terms. 

Following are its features: 

1. Budget is expressed in numerical terms. 

2. A budget is a control device because budgeted targets act as standards which are compared with actual results. 

3. A budget is flexible and may be changed in the light of deviations. An example of budget is cash budget.

(a) Objective: Objectives are the desired end results towards which organisational activities are aimed. Objective are statements of results to be achieved in particular areas of business during a specified period of time. They provide a sense of direction, the rationale or justification for the existence of organisation, for example, to raise market share of our product by organisation for 5% over period of 2 years.

(b) Budget: A budget is a statement of expected results expressed in numerical terms. It is a plan which quantifies future facts and figures. It is also a control device from which deviations can be taken care of. eg. Sales Budget, cash budget etc.

Call Money : The day to day surplus funds mostly of banks, are traded as call money. The borrowers are banks faced with a temporary shortage of cash. This may be because of reserve requirements or unforeseen demand for funds. The lenders are banks temporarily in excess of cash. That is why it is also known as the interbank call money market. The call money market is basically over the telephone market. Call money funds are for very short periods, (1 to 15 days) which may or may not be renewed, and their liquidity is next only to cash. 

Certificate of Deposit (CD). It is a time deposit or fixed deposit which can be sold in the secondary market. Only a bank can issue a CD. It is a document of title to a time deposit. It is a bearer certificate and is negotiable in the market. It is issued by banks against deposits kept by companies and institutions. The tenure ranges from 91 days to one year. 

(a)  Insulin production is 100 mg/L; so fermentor volume needed for 1 Kg of insulin is 1 Kg /100mg = 1000, 000mg/100,g = 10,000mg = 10,000L. 

(b)  Cell concentration is increased 50 times, we need 200 L reactor. 

(c)  Insulin yield per litre of culture is 500 X 50 = 25, 000 mg / L which is 25 gram/L. We need a 40 L reactor (1000g/25g) .

Training is needed in an organization because of the following reasons: 

(a) Economic operations. Trained personnel will make economic and efficient use of resources – men, money, material, machines and methods. This will lead to the reduction in the cost of production per unit; there will be great saving as training reduces wastage and spoilage. This will result in economic operations. Thus, training expenditure is treated as an investment in human resources. 

(b) Increases productivity. It helps to improve employee’s knowledge and skills, which in turn increases the quality and quantity of production. Higher productivity means higher profitability for the organization. 

(c) Standardization of procedure. With the help of training, the best available method of performing the work can be standardized and taught to all the employees.

(a) Policy: Policies are the general statements which guide thinking and action of the members of the organisation. A policy serves as a guide to decision makers to channelizes the energy in a proper direction. It provides direction to deal with a particular situation. Such a policy is the general response to a particular problem or situation. Policies guide the managerial action and decisions in the implementation of strategy. For example, sales policy recruitment policy etc.

(b) Budget: A budget is a statement of expected results expressed in numerical terms. It is a plan which quantifies future facts and figures. It is also a control device from which deviation can be takes care of. eg. sales budget, cash Budget.

Only those appeals where the aggrieved party was not satisfied with the order of the National Commission and where the value of goods and services in question, along with the compensation claimed exceeded Rs. 1 crore.

Organisational barriers are as follows:

(i) Organisational facilities: Facilities like frequent meetings, conferences, suggestion box, complaint box, social and cultural gatherings, etc. will encourage free and timely flow of communication. If such facilities of communication are not provided, then people fail to make effective communication.

(ii) Complexity in organisation structure: The effectiveness of communication largely depends upon the nature of the organisation structure. If the structure involves number of managerial levels, communication gets delayed and distorted due to large number of filtering points.

(iii) Status: Status relationship create psychological distance between superior and his subordinates and stand in the way of true and accurate communication. A status conscious manager also may not allow his subordinates to express their feelings freely.

(iv) Rules and regulations: Rigid rules and regulations adversely affect the process of communication. By prescribing the subject-matter to be communicated and the channel through which these are to be communicated, rules and regulation create a hurdle to the communication process.

(v) Organisational policy: If the organisational policy, explicit or implicit, is not supportive to free flow of communication, it may hamper effectiveness of communication.

Importance of Planning: The following facts show the advantages of planning and its importance for a business organisation 

(i) Planning provides direction: Under the process of planning the objectives of the organisation are defined in simple and clear words. The obvious outcome of this is that all the employees get a direction and a1l their efforts are focussed towards a particular end. In this way, planning has an important role in the attainment of the objectives of the organisation.

(ii) Planning reduces risks of uncertainty: Planning is always done for future and future is uncertain. With the help of planning possible changes in future are anticipated and various activities are planned in the best possible way. In this way, the risk of future uncertainties can be minimised.

(iii) Planning reduces overlapping and wasteful Activities: Under planning, future activities are planned in order to achieve objectives. Consequently, the problem of when, where, what and why are almost decided. This puts an end to disorder and suspicion. In such a situation coordination is established among different activities and departments. It puts an end to overlapping and wasteful activities.

Discipline, in the context of management, means obedience, proper conduct of relations with others, and complying with the rules and regulations of the organizations. Smooth running of business requires discipline. Discipline is required not only on the part of workers but also on the part of management. It is facilitated if there are good supervisors at all levels, rules are clear and penalties are imposed with fairness. Esprit de Corps refers to team spirit that is harmony in work group and mutual understanding among workers. Managers must take steps to develop a sense of belonging among the members of a work group. If there is team spirit, everyone comes forward to help others. It helps to develop an atmosphere of mutual trust and understanding. It inspires them to work hard and improve the quality of work. When esprit de corps is present, the need to use penalties of default is minimized. If the degree of discipline is higher, desire to contribute to the best of ability increase. Managers should not use subordinates for their personal ends. They should not try to take the credit for the work done by lower levels.

(i) Initiative: According to it subordinates should be given an opportunity to take some initiatives in making and executing the plans. Employees get satisfaction when they are allowed to take initiatives. Initiatives on their part can be a great source of organisational strength.

(ii) Esprit de corps: According to this principle, the management should develop a sense of belongingness and feeling of team spirit among employees. Management must infuse the team spirit in the workers. It develops atmosphere of mutual trust and understanding among employees and minimises the need of penalties for default. A manager should replace 'I' with 'We' in his conversations to promote spirit of team work.

Cash Advances and Loans made to Third Parties are Classified in “Investing Activities”. In case of Financial Enterprises, these will be Treated as “Operating Activities”. 

(a) Non-current liability

(b) Current liability

Amount equal to the unpaid amount on the forfeited shares/calls-in-arrears.

Financial accounting use Historic data

a) Conservatism concept

a) Understand the asset

The convention of conservatism is applicable In making provision for bad doubtful debts

The amount brought in by the proprietor in the business should be credited to Capital a/c

The amount of salary paid to Suresh should be debited to Salaries a/c