1.1anucde.net/materials/dbc013 iom telugu medium.pdf7 1.7 (hindrances of knowledge)

1

1.1

F

F

2

1.2

F

F

F

(Economic Acivities) :

(Business)(Profession)(Employment)

3

1.3

(Employer)

(Employee)

(Entrepreneur)

(Economic activities)

4

1.4

(Fixed Capital)(Operating Capital)

(Trade),(Commerce)

(Industry)

5

1.5

(Home Trade)

(Foreign Trade)

(Export Trade)

(Import Trade)

(Entrepot Trade)

6

1.6

(Hindrances of Persons)

(Hindrances of Place)

(Hindrances of Time)

7

1.7

(Hindrances of Knowledge)

(Hindrances of Risk)

(Extractive Industries)

(Genetic Industries)

(Manufacturing Industries)

(Construction Industries)

(Service Industries)

8

1.8

(Heavy Industries)

(Light Industries)

9

1.9

(Social Objectives) :

10

1.10

11

1.11

12

1.12

Industrial Organisation and Management – Prof. K.V. Sivaiah & V.B.M. DAs

13

1.13

2.1

I

2.3

F

F

F

F

F

F

F

I 2.4

(Sole Trading Concern)

2.7

Agent

2.9

(Partnership Deed)

I 2.10

2.11

(Active Partner)

(Sleeping Partner)

(Nominal Partner)

(Sub – Partner)

(Partner in Profits)

(Partner by estoppel)

(Partner by holding out)

I 2.12

(Incoming Partner)

(Outgoing Parnter)

(Limited Partner)

(Minor Partner)

(Rights, Duties and Liabilities of Partners)

Rights of Partners

2.13

Duties of Partners

I 2.14

Liabilities of Partners

(Registration of Partnership Firm)

2.15

(Dissolution of Partnership Firm)

I 2.16

(Dissolution through Court)

(Limited Partnership)

I 2.18

(Hindu un-divided Family Business)

I 2.20

2.21

Industrial Organisation and Management – Prof. K.V. Sivaiah & V.B.M. DAs

3.1

II

II 3.2

3.3

F

F

F

F

F

F

(Joint Stock Companies)

II 3.4

II 3.6

II 3.8

3.9

(iii)

(iv)

II 3.10

Private Company which is a

subsidiary of a company which is not a Private Company

3.11

i.

ii.

iii.

iv.

v.

vi.

i.

ii.

i.

ii.

iii. A B

B C CA

II 3.12

II 3.14

II 3.16

(Co-operative Societies)

(Robert Owen).

II 3.18

II 3.20

II 3.22

(Public Enterprises)

(H.M.T) (O.N.G.C) (B.H.P.V.)

(A.P. Steels), (HYDERABAD ALLWYN)

3.23

(Public Utilities)

II 3.24

(Capitalism), (Communism)

II 3.26

Business Organisation and Management - Y.K. Bhushan

Business Organisation and Management - Jagadish Prakash

Business Organisation and Management - M.C. Shukla

4.5

(Memorandum of Association)

4.6

(ECIL) (SRMT(P) L)

(Face Value)

4.9

'Table A'

4.15

(Promoters)

(Certificate of Incorporation)

(Prospectus)

(Minimum Subscription)

(Preliminary Expenses)

(Underwriters)

5.1

(Industrial Structure)

5.2

F

F

F

:

5.3

(Features of Public Sector Enterprises) :

(Public Ownership) :

(State Management) :

(Service Motive) :

(Diversified Activities) :

(Autonomy) :

(Public Accountability) :

5.4

(Large Scale Industries) :

(Implementation of Government Plans) :

(Direct Channels for using foreign Money) :

(Financial Independence) :

(Objectives of Public Enterprises) :

5.5

(Progress of Public Sector) :

Retained Profits

5.9

A B C

(Fair Capital Structure)

5.10

A)

Strategic

5.11

B)

5.12

C)

5.13

(Red Tapism)

5.14

D)

5.18

Rationale of Joint Sector

Acceleration of Industrial Growth

5.19

Promotion of Social Objectives

Failure of Private and Public Sectors

Social Control over Industires

Broad basing Entrepreneurship

5.21

Industrial Organisation & Management – Sharma

6.17

Industrial Organisation and Management – R.K. Sharma, Shashi K. Gupta

6.14

(Reconciliation of Optima) :

6.13

(Marketing Factors) :

(Factors of Risk and Fluctuations) :

6.11

:

(Financial Factors) :

6.10

(Vertical Disintegration of Productive activi-

ties) :

(Managerial factors) :

:

6.9

(Technical Factors) :

(Division of Labour) :

(Integration of Processes) :

6.8

(Equilibrium Firm) :Prof. A.C. Pigou

Marginal

RevenueMarginal Cost

(Passimum Firm) :

Technical Economies

(Factors determining thesize of Optimum Firm) :

6.7

'X' 'Y'

'U''A'

(Representative Firm) :

Principles of Economics

6.6

(Government Regulations) :

(Concentration) :

(Laws of Returns) : Law of Diminishing

Returns

Law of Increasing Returns

Elastic Demand

(Optimum Firm)

6.5

(Size of Total Assets) :

(Factors determining the size of a Unit)

(Nature and extent of the Demand for the product) :

(Financial Requirements) :

(Cost of Transport) :

(Market) :

(Enterprenuerial Ability) :

6.4

(Volume of Output) :

Similar Products

Homogeneous Products

(Value of Output) :

(Number of Workers Employed) :

(Amount of Raw Materials Consumed) :

(Plant number and Capacity) :

(Amount of Power used) :

(Complexity of Management) :

6.3

Enterprise

DCM Ltd.

Industry

(Capital Investment) :

6.2

F

F

F

F

F

PlantFirm

Industry

Plant

Firm

7.2

F

F

F

F

7.3

[Establishment and

Development of Production of the means of Production]

(Paul M. Sweazy) :

(Pie – King Chang) :

7.5

(Historical Factors)

(Industrial Policies)

[Infrastructural Facilties]

7.6

[Industrial

Development Corporations]

7.7

[Infrastructure]

7.8

(Infrastructure)

(Industrial Policy Resolutions)

7.9

(Industrial Policy Resolution – 1948)

7.10

[Industrial Policy Resolution – 1956] :

'A'

'B'

7.12

(Tiny Sector)

(Industrial Policy Statement 1991)

7.13

(priority)

MRTP

(MRTP Act)MRTP

[Take over of Manage-

ment]

(Board for Industrial & Financial Re-Construction)

7.14

(The Policy of Liberalisation)

MRTPFERA

MRTPFERA

(Gestation Period)

(Consumer Choice)

7.15

One

(Brain Drain)

7.16

I.D.C.

M.R.T.P.

F.E.R.A

7.17

Dr. G. Prasad

Ch. Shanmukha Swamy

V. Surender

Telugu Academy

8.1

(Privatisation – Globalisation)

8.2

F

F

F

Socialistic Pattern of Society

Mixed Economy

Over Staffing

LPG

(Barbara Lee and John Nelli's) :

8.3

Pendse

Divestiture

Franchising

Disinvestment

8.4

Over Staffing

8.7

(Multinational Companies)

8.8

U.N.O.

W.H. Moreland

Head Quar-

ters

8.10

Top 100

Balance of Payment

(Role of Multinational Corporations in Industrial

Development)

Infrastructural Facilities

8.12

Socialistic Pattern of Society

Mixed Economy

L.P.G. Liberalisation, Privatisation, Globalisation –

Disinvestment

8.13

Balance of Payment

Infrastructural Facilities

(Suggested Readings)

Himalaya Publications

Kalyani Publications

Telugu Akademy Degree

Telugu Akademy

Yojana – June 2003, October 2001, February 2002.

9.2

F

F

9.3

IRDA

[Small Industries Development Organisation)

9.4

Source : Govt. of India Economic Survey, 1998 – 99

9.5

Gestation Period

9.6

(Sick)

Sickness

9.7

Working Capital

9.8

National Equity Fund

Hire – Purchase

Limited Partnership

[Product Reservation]

9.9

Raw Material Servicing

Centres

(Research, Development, Quality Testing Centres)

Small Industries Development Organisation

(Small Industries Development Bank of India] (SIDBI)

9.10

(Small Industries Service Institutes) (SISI)

SISI

IDRA –

Gestation Period –

9.11

Dr. G. Prasad

Ch. Shanmukha Swamy

V. Surender

Telugu Akademy

10.1

(Industrial Finance)

10.3

(Objectives)

F

F

F

F

F

F



10.4

(Capitalisation) :

(Capitalisation)

(Capital Structure) :

(Loan Capital)

(Capital Stock) :

(Ownership Capital) :

(Funds),

(Ownership Capital)

(Loan Capital) :

Loan Capital

Finance Sources

(Expansion)

Cash

Share Capital

Dividend

(Fixed Assets) :

10.5

(Current Assets) :

:

Preliminary Expenses

:

Under-Writing Commission

Brokerage

Funds Fixed Assets Current Assets

Outside Sources

Inside Sources

(Long - Term Finance)

Long Term Finance

10.6

Capital Mar-

ket

(Short – Term Finance) :

:

(Short Term Finance – Sources) :

(Fixed Capital and Working Capital)

(Fixed Capital)

(Working Capital)

10.7

(Nature of Business Activities) :

(Size of the Business Unit) :

(Mode of Acquiring Fixed Assets) :

Instalment Method

10.8

:

Capital IntensiveLabour Intensive

:

(Production Method) :

(Sources of Fixed Capital)

(Ploughing back of Profits)

(Working or Floating Capital) :

Working Capital

10.9

Circulating or Revolving Capital

(Importance of Working Capital)

Working Capital

(Nature of Business Activity) :

10.10

(Size of the Business Unit) :

(Cost of the Materials) :

Working Capital

(Manufacturing Period) :

(Labour Cost) :

(Volume of the Stock) :

:

cash

10.11

(Marketing) :

:

:

:

:

(Business Cycles) :Boom

Depression

(Price – Level Changes) :

Rising Prices

(Other Factors) :Operating Efficiency

Management Ability Import Policy

(Sources of Working Capital)

10.12

(Issue of Shares)

(Public Deposits)

(Private Deposits)

(Commercial Banks)

(Indigenous Bankers)

(Industrial Finance Institutions)

(Present Funds)

(Capitalisation)

Capi-

tal

Capitalisation

(Capital Structure) :

Loan Capital

Capital Structure

10.13

(Income Theory) :

Income

(Cost Theory) :

Over Capitalisation

(Over – Capitalisation)

Over Capitalisation

[ ]50,000 x 10010

10.14

(Liberal Dividend Policy)

Dividends

(Disadvantages of Over – Capitalisation)

I

10.15

Quote

DevelopmentExpansion

II Share Holders

Loans

Share Capital

III

Services

10.16

(Under – Capitalisation)

(Secret Reserves) :

10.18

Face Value

(Glosary)

(Capital Stock) :

(Fixed Capital) :

(Working Capital) :

(Capitalisation) :

(Over–Capitalisation) :

(Under – Capitalisation) :

10.19

Industrial Organisation and Management – R.K. Sharma & K. Gupta

Business Organisation & Management – C.B. Gupta

Business Organisation & Management – Shukla M.C.

Financial Management – Sri Vatsava R.M.

Business – An Analysis – Wheeler B.O.

11.1

(Sources of Industrial Finance)

11.3

(Objectives)

F

F

F

F

F

F

F

F

F

F

11.4

(Shares)

(share capital)

(share holders)

(share) (A share is the

share in the capital of the company). (face value)

(Share certificate)

11.5

(Preference Shares)

(Risk)

11.6

(Cumulative Preference Shares)

(Non-Cumulative Preference Shares)

(Redeemable Preference Shares)

(Irredeemable Preference Shares)

(Participating Preference Shares)

11.7

(Non – Participating Preference Shares)

(Guaranteed Preference Shares)

(Convertible Preference Shares)

Advantages of Preference Shares

(Limitations)

11.8

(Equity Shares)

(Dividend)

(Risk)

(Risk)

(Dividend)

(Rights)

i)

ii)

iii)

iv)

11.9

(Advantages of Equity Shares)

(Limitations)

(Trading on Equity)

11.10

(Deferred Shares)

(Debentures)

(Premium) (Discount)

11.11

(Types of Debentures)

(Simple Debentures )

(Mortgage Debentures )

(Redeemable Debentures )

(Irredeemable Debentures )

(Registered Debentures )

(Bearer Debentures )

11.12

(Convertible Debentures )

(Non-Convertible Debentures )

(Advantages of Debentures)

(Limitations of Debentures)

11.13

(Differences between shares and Debentures)

11.14

(Public Deposits)

(Renewal)

11.16

(Limitations of Public Deposits)

(Institutional Finance)

(I.F.C.I, 1948)

(I.C.I.C.I. 1955)

(I.D.B.I, 1964)

(U.T.I, 1964)

(L.I.C., 1956)

11.17

(S.F.Cs, 1951)

(Risk as well as loan capital)

(Under writing)

(Documents) (Formalities)

11.18

(Commercial Banks)

(Working

capital)

(Cash Credits),

(Over Drafts), (Discounting Of Bills)

(Ploughing Back Of Profits)

(Trade Credit)

11.19

(Cash Credit)

(Instalment Credit)

(Customers Advances)

(Indigenous Bankers)

11.20

(Under Writing)

NEW PROMOTORS

11.21

Uncertainity

L.I.C, I.D.B.I.,

U.T.I.

Dispersal

11.22

(Glosary)

(Share) :

(Debenture) :

(Public Deposit) :

(Cash Credit) :

(Underwriting) :

:

11.23

Industrial Organisation and Management – R.K. Sharma & K. Gupta

Business Organisation & Management – C.B. Gupta

Business Organisation & Management – Shukla M.C.

Financial Management – Sri Vatsava R.M.

Business – An Analysis – Wheeler B.O.

12.1

(Stock Exchanges – Mutual Funds)

12.2

SEBI

12.3

(Objectives)

F

F

F

F

F

F

F

F

F SEBI

F

F

12.4

Liquidity

Stock

Stock Exchange

Organised

Regulated

Barometer

Hastings

Securities Contracts (Regulation) Act

Functions

(Continious Market For Securities) :

Market

(Mobilising Surplus Funds) :

12.5

(Ensures Liquidity) :

(Investors)

(Evaluation of Securities) :

:

(Capital)

:

:

:

:

12.6

:

Advantages Of Stock Exchanges

Advantages to the Society) :

Capital Market)

Index) Monetary & Fiscal)

(Advantages To The Companies) :

12.7

(Advantages To The Investors) :

(High Liquidity) (Loans)

(Mortagage)

(Speculation In Stock Exchanges)

Speculation Business

(Profit)

12.8

Kinds of Speculators

(Bulls)

(Bears)

(Bears)

(Stags)

(Lame Ducks)

Cornering)

12.9

Speculative Operations

(Margin Trading)

(Wash Sales)

(Matched Orders)

(Option Dealings)

(Option Money)

i) (Call Option)

ii) (Put Option)

iii) (Double Option)

12.10

(Corner)

(Corner)

(Arbitration))

(Arbitration)

(Domestic Arbitration)

(Short Sellings))

(Listing Of Securities)

(Listing Of Securities)

12.11

(Market) (Quote)

12.12

(Procedure For Dealing At Stock Exchange)

(Selection of A Broker)

(Placing An Order) :(Investor)

"Buy 300 PCM shares at Rs. 100.

i) (Bargain Price Orders) :

Sell 200 PCM shares at best.

ii) (Cancel Orders) :

Buy 100 PCM shares at Rs. 75 immedate or cancel order.

12.13

iii) (Stop loss Order) :

Sell the share at Rs. 60 or Stop.

iv) (Open Order) :

(Making the contract) :

(Aurhtorised

Clerk)

(Floor) (Broker)

(Authorised Clerk)

(Jobber)

(Preparation of contract note) :

(Contract Note)

(Description).

(Contract Note)

12.14

(Settlement) :

I. (Ready delivery contracts)

II. (Forward delivery contracts)

I.

(Spot contracts)

1) (Clearing House) :

2) (Settlement of non-cleared securities) :

(Certificates),

II. (Forward delivery contracts) :

(Deling for the account)

(carry over) (Budla)

(Forward list)

(Settlement)

12.15

(Carry over) (Six days)

i) (Contango day)

(Memorandum Slips)

ii) (Name day) (Ticket day)

iii)

iv) (Pay day) (Account day)

(Brokers)

v) (sixth day)

(Regulation of stock exchanges in India)

(Speculation Operations)

12.16

(Important Provisions ) :

A)

B)

(conditions)

C)

(Option)

(Blank transfer)

(Directorate of stock exchange)

12.17

(Kerb)

(Mutual Funds) :

(Mutual Funds)

(Mutual Funds).

(Units)

Advantages Of Mutual Funds

12.18

Kinds Of Mutual Funds

I. (Time Basis)

II. (Based On Objectives)

I. (Time Basis)

(Open Ended Scheme)

(Closed Ended Scheme)

(Net Asset Value)

(Stock Exchange)

12.19

(Closed Ended Scheme)

II. (Based On Objectives)

(Pure Growth Schems) :

(Capital Appreciation)

(Pure Income Schemes) :

(Balanced Scheme ) :

(Tax Savings Schemes) :

Management Of Mutual Funds

S.B.I.

L.I.C.

12.20

I.D.B.I.

(Sponser) (SEBI)

(N.A.V)

'SEBI'

(SEBI)

(Supervision)

(Securities And Exchange Board Of India)

(Chairman), (SEBI)

Aims Of SEBI

12.21

SEBI SEBI

SEBI

SEBI

SEBI - Functions

(Inside Trading)

12.22

(Capital Market)

Role Of SEBI In Controlling Capital Market

(Public Issue)

(Face Value)

(Under Writing)

(Minimum Subscription)

(Investors)

(Stock Exchange)

(Insider Trading)

12.23

(Right Issue)

(Discloser)

(Private Placement)

(Public Issue)

(Watch dog)

(Summary)

(Stock)

12.24

(Listed)

12.25

(SEBI)

(SEBI)

(Stock Exchange)

(Jobber)

(Broker)

(Authorised Clerk)

12.26

S.E.B.I. : Securities Echange Board of India

12.27

Industrial Organisation and Management – R.K. Sharma & Gupta

Business Organisation and Management – C.B. Gupta

7) Business Organisation and Management – Jagadish Prakash

8)

9)

13.2

F

F

F

F

F

Management

(Different Dimensions of Management)

(Management as a group effort) :

13.3

(Management as a Discipline) :

(Management as a factor of Production) :

(Management as a process) :

Planning Organising Directing Controlling

Prof. Haimann

(Definitions of Management)

Peter F. DruckerMultipurpose

Organ

13.4

Henry Fayol

Harold Koontz and Heinz Weihrich

Management is the process of designing and maintaining an environment in which individuals,

working together in groups, efficiently accomplish selected aims.

Organisational Hierachy)

First Line Supervisors

Surplus

Productivity

13.5

(Management Vs. Administration)

ManagementAdministration

Sheldon Spriegal Milward

Thinking

Operation

E.F.L. Brech

Administrative Manage-

mentOperative Management

Economic Performance

13.6

(Significance of Management)

Land, Labour

and Capital

Innovations

13.7

(Science, Art and Profession)

Discipline

Science

ArtProfession

(Management as a Science) :

PERT (Performance Evaluation and Review Technique), CPM (Critical Path Method)

NaturalBehavioural

Monetary Incentive

Need Hierarchy

Behavioural Science

13.8

(Management as an Art) :

(Management as a Profession) :

Mc Farnald

13.9

Code of Conduct

Indian Institutes of Management – Ahmedabad, Bangalore, Calcutta, Lucknow, Indore

and KhozikhodeEx : Management Development Institute,Gurgao, SP Jain Institute of Management & Research, Mumbai, National Institute of Industrial Engi-

neering, Mumbai, Indian Institute of Foreign Trade, New Delhi, and Indian Institute of Rural Manage-

ment, AnandMBA

(Principles of Management)

FW TaylorHenry FayolSheldonUrwick

MoonyBernard

Koontz and O' DonellTerry

13.10

(Division of Work) :Division of Work

Specialisation

(Authority and Responsibility) :

Intelligence

Co-extensives

(Discipline) :

(Unity of Command) :

Subordiante

13.11

(Unity of Direction) :

(Subordination of Individual Interest to General

Interest) :

Conflict

(Remuneration) :

(Centralisation) :

Decentralisation

Top Management Level

(Scalar Chain) :Communication

Superior

Subordinate

13.12

Gang Plank

E A P A

D OC, B,

A, M, ND, O

D, CO, N

D, O

A

B M

C N

D O

E P

(Order) :

(Equity) :

(Stability of Tenure of Personnel) :

Personnel turnover

(Initiative) :

13.13

(Esprit De Corps) :

Flexibility Element

Generalisation

(Functions of Management) :

PlanningOrganising

Ordering Co-ordination

Controlling

LawranceExecuting

Luther GullikUrwick 'POSDCORB'

POSDCORB

Planning Organising

StaffingDirectingCoordinationReporting

Budgeting

Davis

BrechMotivation

InnovationRepresentation

Decision Makingcommunication

13.14

Koontz and O'Donnel

Koontz and Weihrich

Essentials of Management

Leading

(Planning) :

Environment

Forecasting

Procedures

Blue Print

ObjectivesPolicies

Rules and MethodsAlternatives

ProgrammesProceduresBudgets

Basic Function

(Organising) :

13.15

Delegation of Authority

Principle of Specialisation

(Staffing) :

Efficiency and Effective-

ness

Man Power PlanningRecruitmentPlace-

ment Induction Orientation Transfers Promotions

TerminationsTraining

(Directing) :

Leading

Order

Common Goal

Motiva-

tionLeadershipCommunication

Ability

(Controlling) :

PositivieNegative

13.16

Standards of Performance

(Coordination is the essence of Management Functions) :

Self imposed discipline

(Summary)

13.17

(Glossary)

Essentials of Management; Koontz & Deihrich, Tata MC Graw –Hill Publishing, New Delhi 2000.

14.2

(Objectives)

F

F

(Classical Approach)

(Human Relations Approach)

(Modern Management Approach)

14.3

i)

ii)

iii)

iv)

Functional Fore-

manship

Administration Industrial et Generae

i)

ii)

iii)

iv)

v)

vi)

14.4

i)

ii)

iii)

iv)

v)

vi)

Neoclassical Theory

Job Content

Management of Physical Resources

SociologyHuman Relationists

Human values in business

Western Electric CompanyHawthorne Plant

Harward UniversityRe-

searchersHawthorne

Experiments

14.5

Changes in Illumination

Extensive Em-

ployee Interview Programme

Behavioural Science Methods

Techno– Economic System

Basically it is a social system

Psycho – Social needs

Team Spirit

Job StructureJob Design

14.6

(Systems Approach)

General Systems

TheoryLud Vigvon Bertalanffy

(Contingency Approach)

BurnsStalker

14.7

Evolution of Management Discipline

Confucious

Perronet

Operative

Level

(Scientific Management Stage) :

(Organisation Stage) :

14.8

(Management Process Stage) :

(General Management Theory Stage) :

Schools

Appropriate Personal Philosophy

(Empirical School)

(Human Behaviour School)

(Social System School)

(Decision Theory School)

(Mathematical School)

(Management Process School)

14.9

Linear ProgrammingSimulationQueueing

14.11

Industrial Organisation and Management – R.K. Sharma & Shashi K. Gupta, Kalyani Publishers