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A cheque is a negotiable instrument drawn on a particular banker. 

Features:

(i) Instrument in Writings: A cheque or a bill or a promissory note must be an instrument in writing. Though the law does not prohibit a cheque being written in pencil, bankers never accept it because of risks involved. Alternation is quite easy but detection is impossible in such cases.

(ii) Unconditional Orders: The instrument must contain an order to pay money. It is not necessary that the word ‘order’ or its equivalent must be used to make the document a cheque. It does not cease to be a cheque just because the world ‘please’ is used before the word pay. Further the order must be unconditional.

(iii) Drawn on a Specified Banker Only: The cheque is always drawn on a specified banker. A cheque vitally differs from a bill in this respect as latter can be drawn on any person including a banker. The customer of a banker can draw the cheque only on the particular branch of the bank where he has an account.

(v) A Certain Sum of Money Only: The order must be for payment of only money. If the banker is asked to deliver securities, the document cannot be called a cheque. Further, the sum of money must be certain

(v) Payee to be Certain: The cheque must be made payable to a certain person or to the order of a certain person or to the bearer of the instrument. The word, person includes corporate bodies, local authorities, associations, holders of office of an institution etc.

(vi) Signed by the Drawer: The cheque is to be signed by the drawer. Further, it should tally with specimen signature furnished to the bank at the time of opening the account.

HRP is the subsystem in the total organizational planning. Organizational planning includes managerial activities that set the company’s objective for the future and determines the appropriate means for achieving those objectives. The importance of HRP is elaborated on the basis of the key roles that it is playing in the organization.

1. Future Personnel Needs: Human resource planning is significant because it helps to determine the future personnel needs of the organization. If an organization is facing the problem of either surplus or deficiency in staff strength, then it is the result of the absence of effecting HR planning. All public sector enterprises find themselves overstaffed now as they never had any planning for personnel requirement and went of recruitment spree till late 1980’s. The problem of excess staff has become such a prominent problem that many private sector units are resorting to VRS ‘voluntary retirement scheme’. The excess of labor problem would have been there if the organization had good HRP system. Effective HRP system will also enable the organization to have good succession planning.

2. Part of Strategic Planning: HRP has become an integral part of strategic planning of strategic planning. HRP provides inputs in strategy formulation process in terms of deciding whether the organization has got the right kind of human resources to carry out the given strategy. HRP is also necessary during the implementation stage in the form of deciding to make resource allocation decisions related to organization structure, process and human resources. In some organizations HRP play as significant role as strategic planning and HR issues are perceived as inherent in business management.

3. Creating Highly Talented Personnel: Even though India has a great pool of educated unemployed, it is the discretion of HR manager that will enable the company to recruit the right person with right skills to the organization. Even the existing staff hope the job so frequently that organization face frequent shortage of manpower. Manpower planning in the form of skill development is required to help the organization in dealing with this problem of skilled manpower shortage

4. International Strategies: An international expansion strategy of an organization is facilitated to a great extent by HR planning. The HR department’s ability to fill key jobs with foreign nationals and reassignment of employees from within or across national borders is a major challenge that is being faced by international business. With the growing trend towards global operation, the need for HRP will as well will be the need to integrate HRP more closely with the organizations strategic plans. Without effective HRP and subsequent attention to employee recruitment, selection, placement, development, and career planning, the growing competition for foreign executives may lead to expensive and strategically descriptive turnover among key decision makers.

5. Foundation for Personnel Functions: HRP provides essential information for designing and implementing personnel functions, such as recruitment, selection, training and development, personnel movement like transfers, promotions and layoffs.

6. Increasing Investments in Human Resources: Organizations are making increasing investments in human resource development compelling the increased need for HRP. Organizations are realizing that human assets can increase in value more than the physical assets. An employee who gradually develops his/ her skills and abilities become a valuable asset for the organization. Organizations can make investments in its personnel either through direct training or job assignment and the rupee value of such a trained, flexible, motivated productive workforce is difficult to determine. Top officials have started acknowledging that quality of work force is responsible for both short term and long term performance of the organization.

7. Resistance to Change: Employees are always reluctant whenever they hear about change and even about job rotation. Organizations cannot shift one employee from one department to another without any specific planning. Even for carrying out job rotation (shifting one employee from one department to another) there is a need to plan well ahead and match the skills required and existing skills of the employees.

8. Uniting the Viewpoint of Line and Staff Managers: HRP helps to unite the viewpoints of line and staff managers. Though HRP is initiated and executed by the corporate staff, it requires the input and cooperation of all managers within an organization. Each department manager knows about the issues faced by his department more than anyone else. So communication between HR staff and line managers is essential for the success of HR Planning and development.

9. Succession Planning: Human Resource Planning prepares people for future challenges. The ‘stars’ are picked up, trained, assessed and assisted continuously so that when the time comes such trained employees can quickly take the responsibilities and position of their boss or seniors as and when situation arrives.

10. Other Benefits:

(a) HRP helps in judging the effectiveness of manpower policies and programmes of management.

(b) It develops awareness on effective utilization of human resources for the overall development of organization.

(c) It facilitates selection and training of employees with adequate knowledge, experience and aptitudes so as to carry on and achieve the organizational objectives

(d) HRP encourages the company to review and modify its human resource policies and practices and to examine the way of utilizing the human resources for better utilization.

1. In our own times maps are used extensively for planning and development of countries. 

2. We can plan agricultural development, setting up new industries, buildings, roads, hospitals and schools with the help of maps. 

3. Maps are also used by companies to plan their business work.

Major reasons for the emphasis on HRP at the Macro level:

1) Employment-Unemployment Situation: Though in general the number of educated unemployment is on the rise, there is acute shortage for a variety of skills. This emphasizes on the need for more effective recruitment and employee retention.

2) Technological Change: The changes in production technologies, marketing methods and management techniques have been extensive and rapid. Their effect has been profound on the job contents and job contexts. These changes have caused problems relating to redundancies, retention and redeployment. All these suggest the need to plan manpower needs intensively and systematically.

3) Demographic Change: The changing profile of the work force in terms of age, sex, literacy, technical inputs and social background has implications for HRP.

4) Skill Shortage: Unemployment does not mean that the labour market is a buyer’s market. Organizations generally become more complex and require a wide range of specialist skills that are rare and scare. A problem arises in an organization when employees with such specialized skills leave.

5) Governmental Influences: Government control and changes in legislation with regard to affirmative action for disadvantages groups, working conditions and hours of work, restrictions on women and child employment, causal and contract labour, etc. have stimulated the organizations to be become involved in systematic HRP.

6) Legislative Control: The policies of “hire and fire” have gone. Now the legislation makes it difficult to reduce the size of an organization quickly and cheaply. It is easy to increase but difficult to shed the fat in terms of the numbers employed because of recent changes in labour law relating to lay-offs and closures. Those responsible for managing manpower must look far ahead and thus attempt to foresee manpower problems.

7) Impact of the Pressure Group: Pressure groups such as unions, politicians and persons displaced from land by location of giant enterprises have been raising contradictory pressure on enterprise management such as internal recruitment and promotion, preference to employees’ children, displace person, sons of soil etc.

8) Systems Approach: The spread of system thinking and advent of the macro computer as the part of the on-going revolution in information technology which emphasis planning and newer ways of handling voluminous personnel records.

9) Lead Time: The log lead time is necessary in the selection process and training and deployment of the employee to handle new knowledge and skills successfully

1. To ensure optimum utilization of human resources currently available in the organization.

2. To assess or forecast the future skill requirement of the organization.

3. To provide control measures to ensure that necessary resources are available as and when required.

4. A series of specified reasons are there that attaches importance to manpower planning and forecasting exercises.

They are elaborated below:

• To link manpower planning with the organizational planning 
• To determine recruitment levels.
• To anticipate redundancies. 
• To determine optimum training levels. 
• To provide a basis for management development programs. 
• To cost the manpower. 
• To assist productivity bargaining. 
• To assess future accommodation requirement. 
• To study the cost of overheads and value of service functions. 
• To decide whether certain activity needs to be subcontracted, etc.

HRP exists as a part of planning process of business. This is the activity that aims to coordinate the requirements for the availability of the different types of employers. The major activities are the forecasting, (future requirements), inventorying (present strength), anticipating (comparison of present and future requirements) and planning (necessary program to meet the requirements).

The HR forecasts are responsible for estimating the number of people and the jobs needed by an organization to achieve its objectives and realize its plans in the most efficient and effective manner.

HR needs are computed by subtracting HR supplies or number of the employees available from expected HR demands or number of people required to produce a desired level of outcome. The objective of HR is to provide right personnel for the right work and optimum utilization of the existing human resources.

The objectives of human resource planning may be summarized as below:

•  Forecasting Human Resources Requirements: HRP is essential to determine the future needs of HR in an organization. In the absence of this plan it is very difficult to provide the right kind of people at the right time. 
• Effective Management of Change: Proper planning is required to cope with changes in the different aspects which affect the organization. These changes need continuation of allocation/ reallocation and effective utilization of HR in organization.
• Realizing the Organizational Goals: In order to meet the expansion and other organizational activities the organizational HR planning is essential. 
• Promoting Employees: HRP gives the feedback in the form of employee data which can be used in decision-making in promotional opportunities to be made available for the organization. 
• Effective Utilization of HR: The data base will provide the useful information in identifying surplus and deficiency in human resources. The objective of HRP is to maintain and improve the organizational capacity to reach its goals by developing appropriate strategies that will result in the maximum contribution of HR.

Human resource planning is the process of analyzing and identifying the availability and the need for human resources so that the organization can meet its objectives. The focus of HR planning is to ensure that the organization has the right number of human resources, with the right capabilities, at the right times, and in the right places. In HR planning, an organization must consider the availability and allocation of people to jobs over long periods of time, not just for the next month or the next year.

HRP is a sub system in the total organizational planning. Actions may include shifting employees to other jobs in the organization, laying off employees or otherwise cutting back the number of employees, developing present employees, and/or increasing the number of employees in certain areas. Factors to consider include the current employees’ knowledge, skills, and abilities and the expected vacancies resulting from retirements, promotions, transfers, and discharges. To do this, HR planning requires efforts by HR professionals working with executives and managers.

Correct Answer is: (b) cheque

Human Resources have never been more indispensable than today. The competitive forces that we face today will continue to face in the future demanding organizational excellence. In order to achieve this extended quality, organization’s need to focus on learning, quality development, teamwork, and reengineering. These factors are driven by the way organizations implement things and how employees are treated.

1. HR Can Help in Dispensing Organizational Excellence: To achieve this paradigm shift in the organization excellence there is a need for organizations to reform the way in which work is carried out by the Human Resource department. By designing an entirely new role and agenda that results in enriching the organization’s value to customers, investors and employees, HR can help in delivering organizational excellence. This can be carried out by helping line managers and senior mangers in moving planning from the conference room to the market place and by becoming an expert in the way work is organized and executed.

HR should be a representative of the employees and should help the organization in improving its capacityfor change. HR will help the organizations in facing the competitive challenges such as globalization, profitability through growth, technology, intellectual capital, and other competitive challenges that the companies are facing while adjusting to uncontrollably challenging changes in business environment. The novel role of HR is to rapidly turn strategy into action; to manage processes intelligently and efficiently; to maximize employee contribution and commitment and to construct favorable conditions for flawless change.

2. Human Resource Should be a Strategy Partner: HR should also become a partner in strategy executions by propelling and directing serious discussions of how the company should be organized to carry out its strategy.

Creating the conditions for this discussion involves four steps. First HR need to define an organizational architecture by identifying the company’s way of doing business. Second, HR must be held responsible for conducting an organizational audit. Third, HR as a strategic partner needs to identify methods for restoring the parts of the organizational architecture that need it. Fourth and finally, HR must take stock of its own work and set clear priorities. In their new role as administrative experts they will need to shed their traditional image and still make sure all routine work for the company is done well.

3. HR Accountability Should be Fixed to Ensure Employee Commitment: HR must be held accountable for ensuring that employees feel committed to the organization and contribute fully. They must take responsibility for orienting and training line management about the importance of high employee morale and how to achieve it. The new HR should be the voice of employees in management discussions. The new role for HR might also involve suggesting that more teams be used on some projects or that employees be given more control over their own work schedules.

4. The New HR Must Become a Change Agent: The new HR must become a change agent, which is building the organization’s capacity to embrace and capitalize on change. Even though they are not primarily responsible for executing change it is the duty of the HR manager to make sure that the organization carries out the changes framed for implementation.

5. Improving the Quality of HR: The most important thing that managers can do to drive the new mandate for HR is to improve the quality of the HR staff itself. Senior executives must get beyond the stereotypes of HR professionals as incompetent support staff and unleash HR’s full potential.

6. Change in Employment Practices: The balance sheet of an organization shows human resource as an expense and not as a Capital. In the information age, it is perceived that the machines can do the work more efficiently than most people however; technology to work is dependent on people.

The challenges for Employment Practice in the New Millennium will require that there should be strategic involvement of the people and labour-management partnerships as they both have to take organization ahead.

7. Benchmarking Tool Must be Mastered by HR Professionals: HR professionals must master benchmarking, which is a tool for continuous improvement- directing the human side associated with the strategic path adopted by the organization. Through this, HR department will start appreciating the changes happening within and outside the environment while expanding the knowledge about how to add value to decision making at the highest level of the organization.

8. Aligning Human Resources to Better Meet Strategic Objectives: Too often organizations craft their strategy in a vacuum. Some organizations don’t even include key people during strategy formulation resulting in lacunae between the actual problems and the solutions implemented- as critical inputs are not sought from those individuals who are supposed to implement the new strategies.

A past CEO of Sony once said that organizations have access to the same technology and the same information. The difference between any two organizations is the “people”- the human resource. Empowering the workforce is an essential tool for aligning human resources with the achievement of corporate objectives. It is the duty of HR manager to hire talented human resource and to provide them with a positive environment where they will be able to utilize their skills and potentials and to create an environment in which these individuals are comfortable taking risks.

9. Promote From Within and Invest in Employees: Promoting employees from within sends a powerful message that the organization’s employees are valued. New blood and fresh ideas often come from newcomers to the organization. To avoid stagnation of the firm, new ideas and approaches are critical. Yet to improve employee morale, promoting individuals from within the organization is essential. This communicates that the organization values their employees and invests in their human resources.

10. Review the Recruitment and Selection Process: A key element of human resource planning is ensuring that the supply of appropriate employees (with the right skill mix) is on board when needed. This requires a proactive approach whereby the organization anticipates its needs well in advance. It is important to identify the competencies being sought. That is, the criteria upon which selection decisions are to be made should be decided in advance. A firm must identify those skill sets required by employees to be successful. Charles O’Reilly suggests that companies should hire for attitude (perhaps even more so than technical skills). That is, the fit of the individual with the values of the organization and the culture of the firm should also be considered when selecting employees. This has been referred to as the person-organizationfit. It is no longer enough to simply consider the person’s fit (and technical skill set) with the job. Part of the employee’s fit with the organization should focus on the core values and beliefs of the organization. This will increase employees’ contributions to the overall success of the organization if they already embrace the core values of the organization prior to their selection.

11. Communicate Mission and Vision: If employees are expected to contribute to the attainment of the organization’s strategic objectives, they must understand what their role is. This can be achieved in part by clearly communicating the mission and vision statements of the firm. The old adage is certainly true. If a person does not know where he or she is going, any road will get him or her there. 

The mission communicates the identity and purpose of the organization. It provides a statement of who the firm is and what their business is. Only those employees who understand this purpose can contribute to the fullest extent possible. The vision statement provides a picture of the future state of the firm. It should be a stretch to attain. This keeps all the organization’s employees pulling in the same direction with a common end point. It is much easier to align human resources with corporate objectives when these employees are familiar with the mission and vision of the firm.

As the mission and vision statements are articulated, organizational members begin to more closely embrace their very meaning on an individual level. These statements provide a road map leading employees down the road to achieve organizational objectives. Employees then identify how they can contribute their unique talents toward the attainment of these goals.

12. Use Teams to Achieve Synergy: Synergy can be concisely defined as “two plus two equals five”. In other words, the whole is greater than the sum of the parts. So much more can be achieved as people work together. Through the effective use of teams, organizations can often achieve synergy. Team goals, however, must be aligned with the organization’s strategic objectives. Aligning team objectives with overall corporate objectives ensures that people are working toward the same goal.

Human resource planning is important for helping both organizations and employees to prepare for the future. The basic goal of human resource planning is to predict the future and based on these predictions, implement programmes to avoid anticipated problems. Very briefly humans resource planning is the process of examining an organization’s or individual’s future human resource needs for instance, what types of skills will be needed for jobs of the future compared to future human resource capabilities (such as the types of skilled employees you already have) and developing human resource policies and practices to address potential problems for example, implementing training programmes to avoid skill deficiencies.

The functions of an entrepreneur is divided into 

(a) Promotional functions,

(b) Managerial functions 

(c) Commercial functions.

(a) Promotional functions: 

(i) Discovery of Idea: The first and foremost function of entrepreneur is idea generation. A person may conceive his own ideas or develop the ideas contributed by others. Ideas can be generated through several ways like own experience and exposure of entrepreneur, keen observation of environment, education, training, market survey, environmental scanning and so on.

(ii) Detailed Investigation: Entrepreneur should investigate commercial feasibility of the product proposed to be produced and conduct market study to ascertain the potential demand for the product.

(iii) Mobilisation of funds: Entrepreneur has to take steps to mobilise capital needed to implement the venture. Entrepreneur has to estimate the fixed capital and working capital required for running the project.

(b) Managerial functions: 

(i) Planning: In this function, the entrepreneur has to lay down the objectives, goals, vision, mission, policies, procedures, programmes, budget, schedules etc., for enabling the venture to proceed towards established destinations.

(ii) Directing: In this function, the entrepreneur has to motivate, lead, guide and communicate with subordinates on an ongoing basis in order to accomplish pre-set goals.

(c) Commercial functions: 

(i) Production or Manufacturing: Under production function, entrepreneur has to take decision relating to selection of factory site, design and layout, type of products to be manufactured, research and development.

(ii) Accounting: Entrepreneur has to arrange to prepare trading and profit and loss account in order to know the profit or loss incurred out of operation of the business and prepare balance sheet to know the financial status of business.

(i) Discovery of Idea: The first and foremost function of entrepreneur is idea generation. A person may conceive his own ideas or develop the ideas contributed by others. Ideas can be generated through several ways like own experience and exposure of entrepreneur, keen observation of environment, education, training, market survey, environmental scanning and so on.

(ii) Determining the business objectives: Entrepreneur has to develop business objectives in the backdrop of nature of business and type of business activity i.e. nature of business, manufacturing or trading, type of business organisation chosen so that he/she can organise the venture in accordance with the objectives determined by him/her.

(iii) Detailed Investigation: Entrepreneur should investigate commercial feasibility of the product proposed to be produced and conduct market study to ascertain the potential demand for the product.

(iv) Choice of form of enterprise: Entrepreneur has to choose the appropriate form of organisation suited to implement the venture. There are various forms of organisation namely sole proprietor, partnership, company and co-operatives etc. which are in existence.

(v) Fulfilment of the formalities: Having chosen the appropriate type of organisation, entrepreneur has to take necessary steps to establish the form of organisation chosen. As regards sole trader, the formalities are barest minimum. In the case of partnership firm, entrepreneur has to arrange for partnership deed and he has to get the deed registered.

(vi) Preparation of Business Plan: Entrepreneur has to prepare a business plan or project report of the venture that he is proposing to take up.

(vii) Mobilisation of funds: Entrepreneur has to take steps to mobilise capital needed to implement the venture. Entrepreneur has to estimate the fixed capital and working capital required for running the project.

(viii) Procurement of Machines and Materials: Entrepreneur has to locate the various sources of supply of machineries, equipments and materials.

There is a tremendous growth in the women entrepreneurship in India. But there are certain problems met by women entrepreneurs.

They are as follows:-

1. Problem of Finance: The external sources of funds for the women is limited because they do not generally own properties in their own name. They are depending on their own savings and loan from friends and relatives.

2. Lack of Education: Illiterate and semi-literate women entrepreneurs face difficulties in respect of accounts, money matters, marketing and day-to-day operations. 

3. Lack of Network Support: The success of business depends on the support of family members, friends and relatives. But it is reported that the women entrepreneurs get very limited support in times of crisis. 

4. Stiff Competition: They have to face acute competition for their goods from organised sector and from their male counterparts.

5. Lack of Information: The lack of knowledge or limited knowledge about subsidies, concessions and incentives given by Government will affect the business.

There is a tremendous growth in the women entrepreneurship in India. But there are certain problems met by women entrepreneurs. 

They are as follows:-

1. Problem of Finance: The external sources of funds for the women is limited because they do not generally own properties in their own name. They are depending on their own savings and small loans from friends and relatives.

2. Lack of Education: Illiterate and semi-literate women entrepreneurs face difficulties in respect of accounts, money matters, marketing and day-to-day operations.

3. Lack of Network Support: The success of business depends on the support of family members, friends and relatives. But it is reported that the women entrepreneurs get very limited support in times of crisis.

4. Stiff Competition: They have to face acute competition for their goods from organised sector and from their male counterparts. 

5. Lack of Information: The lack of knowledge or limited knowledge about subsidies, concessions and incentives given by Government will affect the business.

Features of Entrepreneurs: 

1. Spirit of Enterprise: Entrepreneur should be bold enough to encounter risk arising from the venture undertaken.

2. Self Confidence: Entrepreneur should have a self confidence in order to achieve high goals in the business.

A negotiable instrument is transferable from one person to another without any formality, such as affixing stamp, registration, etc. When the instrument is held by holder in due course in the process of negotiation, it is cured of all defects in the instrument with respect to ownership. Though a bill, a promissory note or a cheque represents a debt, the transferee is entitled to sue on the instrument in his own name in case of dishonour, without giving notice to the debtor that he has become its holder.

Commercial Functions of Entrepreneur: 

(i) Production or Manufacturing: Under production function, entrepreneur has to take decision relating to selection of factory site, design and layout, type of products to be manufactured, research and development, product design, etc.

(ii) Marketing: Entrepreneur has to carry out following functions pertaining to marketing aspect namely consumer research, product planning and development, standardisation, packaging, pricing, warehousing, distribution, promotion etc.

(iii) Accounting: Entrepreneur has to arrange to prepare trading and profit and loss account in order to know the profit or loss incurred out of operation of the business and prepare balance sheet to know the financial status of business at a particular day.

(iv) Finance: In the sphere of financial function, an entrepreneur has to take decisions like choosing the right type of financing, framing the best dividend policy, acquiring of funds, efficiently managing fixed and current assets, maximising shareholders wealth and investing of funds efficiently and effectively.

(v) Human Resource Management: Entrepreneur has to estimate the manpower needs of the enterprise and accordingly decide the size of manpower required for various slots of organisational structure.

Presumptions of Negotiable Instrument:

1. Every negotiable instrument is presumed to have been drawn and accepted for consideration. 

2. Every negotiable instrument bearing, a date is presumed to have been made or drawn on such a date. 

3. It is presumed to have been accepted within a reasonable time after the date and before its maturity.

4. The transfer of a negotiable instrument is presumed to have been made before maturity. 

5. When a negotiable instrument has been lost, it is presumed to have been duly stamped. 

6. The holder of a negotiable instrument is presumed to be a holder in due course.

According to section 6 of the Negotiable Instruments Act, 1881 defines a cheque as “a bill of exchange drawn on a specified banker and not expressed to be payable otherwise than on demand”.

A negotiable instrument is a document which entitles a person to a certain sum of money and which is transferable from one person to another by mere delivery or by endorsement and delivery.

Cheque cannot be a bearer instrument.

VAT = 4% 

Selling Price = Rs.37960 

Let x be the original price of watch. 

VAT Amount = 4% of x 

= 4x/100 

x + 4x/100 = 37960 

104x/100 = 37960 

x = (37960 × 100) / 104 

= Rs.36500 

So, Original Price of Computer excluding VAT is Rs.36500.

(i) Given CP = Rs. 1200, SP = Rs. 1350

Clearly CP < SP. So, profit.

Profit = SP – CP

= Rs. (1350 – 1200)

= Rs. 150

(ii) Given CP = Rs. 980, SP = Rs. 940

Clearly CP > SP. So, loss.

Loss = CP – SP

= Rs. (980 – 940)

= Rs. 40

(iii) CP = Rs. 720, SP =?, profit = Rs. 55.50

Profit = SP – CP

55.50 = SP – 720

SP = (55.50 + 720)

= Rs. 775.50

(iv) CP =?, SP = Rs. 1254, loss = Rs. 32

Loss = CP – SP

32 = CP – 1254

CP = (1254 + 32)

= Rs. 1286

Making fabric from yarn is called weaving.

• Cloth pieces of different artificial fibres are taken and they are burnt one after another. 
• Wool does not burn quickly. 
• Fibres like Nylon. Polyester, Terylene, Rayon, when they are burnt they give out the pungent smell. 
• These materials shrink while burning.

1. The coconut coir industry is one of the rural industry in India. 

2. It is located mainly in the states like Kerala, Tamilnadu, Karnataka, Andhra Pradesh and Odisha. 

3. It provides a source of income to about 5 lakhs of artisans in rural areas. 

4. Women constitute about 80% of the workforce in coir industry.

• The coconut coir industry is one of the rural industry in India. 
• The coir is still used for agricultural and domestic purposes, and controlling landslide or soil erosion. 
• Brown coir is used in brushes, doormats, mattresses and for making sacks.

• In agricultural works, where cotton is widely grown, their child labourers are working. 
• To pick up maturing cotton bolls from cotton plants, children work in field as child labourers. 
• Some parents to get additional income through their children are putting them as child labourers. 
• Some organizations are working against child labourers and sending them back to schools.

Machilipatnam and Pedana are famous for Kalamkari textiles.

Machilipatnam.

Jute fibres are used for making gunny bags. Because they are strong and can hold heavy loads.

The organisms which lay eggs are called oviparous organisms. 

Ex Hen, Crow. Lizard, Snake.

A) Driving license

Effective road safety education will give students opportunities to develop the knowledge, skills and attitudes to help themselves make informed safer decisions in traffic and traffic environment.

Handlooms and power loom.

Yes, living things have many characters.

The correct answer is C) Spindle.

Correct option is C) 30-180

B) Learner’s licence

The living things show different specific characters. 

1. Movement: – 

Most of the living things move from one place to another. They have the organs for movement like legs, wings, fins etc. Certain living things such as plants do not move from one place to another as they are fixed to the soil. 

2. Food: – 

Acquiring food is also a character of living things. They acquire food for getting energy. 

3. Growth: – 

Living things grow from time to time. Growth is a common phenomenon among them. 

4. Breathing: – 

All living organisms inhale and exhale air from their surroundings. Many organisms have specialized organs for it. Plants have specialized organs called stomata for the exchange of gases. 

5. Get rid of wastes: – 

Both plants and animals produce waste materials during life processes. They get rid of it by a process called Excretion. 

6. Giving birth to young ones: – 

All living organisms give birth to young ones. Among them some animals lay eggs called Oviparous and some give birth to young ones called Viviparous. Plants produce seeds. 

7. Responding to stimuli: 

The living things show response to stimulus in their surroundings. A change in the surroundings that make organisms respond to it is called stimulus.

C) Traffic Police

No person should drive a motor vehicle unless he/she holds driving license.

To drive vehicle is an offence without license, it is against law. So, it is compulsory to have a driving license.

A) A mandatory sign

Fine of Rs. 1000 and /or six months jail.

Concave mirror.

Using a cell-phone causes distraction while driving. It reduces the alertness of driver. It can result in fatal accidents. Hence, use of cell phone is banned while driving.

Even if a battery is not in use, the chemical reaction keeps on going inside it; though at a slower pace. Hence, a battery gets discharged if it is not used for a long time.

• The four-legged organism which lives in water and also on land is a frog. 
• Turtles will also be in the habitat of frogs.

Yes, human beings are living things, they have living characters like growth, breath, and reproduction.

Living things have some special characters like growth and breath. By these characters we find living things.

1. The picture tells us about a market.

2. People gather there to buy vegetables, fruits and provisions, clothes etc.

3. Fruits, vegetables, clothes, provisions etc., which are our daily needs are sold there.