Tan Print's Business Studies for NTA CUET (UG) 2022

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4 % 5 # Examination Structure for CUET (UG):

Section II –

Section III

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CUET(UG) Domain Subject (Section-II) Paper Pattern

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Type of Questions in Domain Subject (Section-II) Paper Pattern (analysed from Sample Paper provided by NTA)

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I

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S 1 #

S N O I T S E U 1 E N O L A D N A T 3

S N O I T S E U 1 D E S A B T N E M E T A T 3

I I

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I

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S N O I T S E U 1 D E S A " T X E 4

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200 F O T U O D E T P M E T T A E B O T S N O I T S E U 1

50

40 Total

Total Marks Number of MCQs Typology of MCQs

ƴʼnʼnâþƓǖ !¯,© ϸ¯CϹ μκμμ Business Studies (305) Note:

There will be one Question Paper which will have 50 questions out of which 40 questions need to be attempted.

Principles and Functions of Management

E C N A C I F I N G I S D N A E R U T A N G N I N A E -

S E U Q I N H C E 4 D N A S E L P I C N I R 0

T E G D U "

E L U 2 D O H T E E R U D E C O R 0 Y C I L O 0 Y G E T A R T 3

S E V I T C E J B /

S N AE L 0 M FM O A SR E G PO YR 40

I-7

L A C I T I L O 0 L A C I G O L O N H C E 4 L A I C O 3 C I M O N O C %

S S E C O R P G N I N N A L 0

E C N A T R O P M I D N A G N I N A E -

S N O I T A T I M I L E C N A T R O P M I S E R U T A E F G N I N A E -

NF OO S SI E E C GI NL AO HP CE H YT CF I L O O PN O TT I N P EO MD NA RE E VH OT O 'T FE O CN NO TE I C T R AE A Z PF I L MEA )RB L A O I A L CG I D ED NPN ) S HA NT I N I O TWI N T E A Y Z R MT I T NS A OUV RDR I I NP V NIN D %N O I CAA T I Z MSI S L OEA N NI R OS E CUB I %BL

T N E M N O R I V N % S S E N I S U " F O S NL

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L E V E L T S R I &

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UNIT III: BUSINESS ENVIRONMENT

T N E M N O R I V N % S S E N I S U "

T N E M E G A N A C I F I T N E I C 3 S

R O L Y A 4

T N E M E G A N A M F O S E L P I C N I R P S

L O Y A &

E C N A T R O P M I D N A E R U T A .

UNIT II: PRINCIPLES OF MANAGEMENT

T N E M E G A N A F O S E L P I C N I R 0

N O I T A N I D R O O #

G N I L L O R T N O C D N A G N I T C E R I D G N I F F A T S G N I Z I N A G R O G N I N N A L 0 S N O I T C N U F T N E M E G A N A

T N E M E G A N A M F O S L E V E ,

N O I S S E F O R 0 T R !

E C N E I C 3 S A T N E M E G A N A

T N E M E G A N A M F O E R U T A .

E C N A T R O P M I S E V I T C E J B O T P E C N O # T N E M E G A N A -

UNIT I: NATURE AND SIGNIFICANCE OF MANAGEMENT

UNIT IV: PLANNING

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4 % 5 # 3 5 " ! , , 9 3

I-8

E C N A T R O P M I D N A G N I N A E UNIT V: ORGANISING

S E C R U O S D N A G N I N A E -

E C N A T R O P M I D N A G N I N A E -

L A I C N A N I &

S D E E N F O Y H C R A R E I H S

W O L S A E C N A T R O PS

ME IV I DT NN AE C GN NI I L N A AI EC -N A NN I OF I N T A O VN I T D O N -A

R E D A E L D O O G A F O S E I T I L A U Q

E C N A T R O P M I G N I N A E P I H S R E D A E ,

U M M O C L A M R O F N I D N A L A M R O F

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UN O MI T MA C OI #N

G N I L L O R T N O C F O S E U Q I N H C E 4

T N E M E G A N A M L A I C N A N I F F O S E V I T C E J B O E L O R G N I N A E -

UNIT IX: BUSINESS FINANCE

E C N A N I F S S E N I S U "

L O R T N O C F O S S E C O R P E H T N I S P E T 3

G N I L L O R T N O C D N A G N I N N A L P N E E W T E B P I H S N O I T A L E 2

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N O I T C E R I $ F O S T N E M E L %

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T N E M T I U R C E 2

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N O I T A Z I L A R T N E C E $

E C N A T R O P M I D N A S T N E M E L E G N I N A E

N O I T A G E L E $

N O I T A Z I N A G R O L A M R O F N I D N A L A M R O &

N O I T A Z I N A G R O F O E R U T C U R T 3

G N I Z I N A G R O F O S S E C O R P E H T N I S P E T 3

UNIT VI: STAFFING

UNIT VII: DIRECTING

UNIT VIII: CONTROLLING

Business Finance and Marketing

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4 % 5 # 3 5 " ! , , 9 3

S T N E M E R I U Q E R R I E H T G N I T C E F F A S R O T C A F D N A G N I N A E

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T E K R A M Y R A D N O C E S D N A Y R A M I R 0

UNIT X: FINANCIAL MARKETS

S N O I T C N U & S E V I T C E J B /

G N I N A E -

L A N O S R E P D N A G N I S I T R E V D !

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E L O R S N O I T C N U F G N I N A E UNIT XI: MARKETING

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S E P Y T D N A E R U T A .

T E K R A M L A T I P A #

S R O T C A F D N A G N I N A E -

T E K R A Y E N O

T E K R A L A I C N A N I & F O T P E C N O #

L A T I P A # G N I K R O 7 D N A D E X I &

E R U T C U R T 3 L A T I P A #

E C N A T R O P M I D N A G N I N A E G N I N N A L P L A I C N A N I &

I-9

UNIT XII: CONSUMER PROTECTION

UNIT XIII: ENTREPRENEURSHIP DEVELOPMENT

!śŒƌĊŒƌǖ % ' !

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About CUET (UG) 2022 Exam

I-5

Syllabus CUET (UG) 2022

I-7

T N E M E G A N A F O E C N A C l I N G I 3 D N A E R U T A .

Chapter 1

1.1

T N E M E G A N A F O S E L P I C N I R 0

Chapter 2

2.1

T N E M N O R I V N % S S E N I S U "

Chapter 3

3.1

G N I N N A L 0

Chapter 4

4.1

G N I Z I N A G R /

Chapter 5

5.1

G N l F A T 3

Chapter 6

6.1

G N I T C E R I $

Chapter 7

7.1

G N I L L O R T N O #

Chapter 8

8.1

E C N A N I & S S E N I S U "

Chapter 9

9.1

S T E K R A L A I C N A N I &

Chapter 10

10.1

G N I T E K R A -

Chapter 11

11.1

I-11

3 4 . % 4 . / #

I-12

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N O I T C E T O R 0 R E M U S N O #

Chapter 12

12.1

T N E M P O L E V E $ P I H S R U E N E R P E R T N %

Chapter 13

13.1

Mock Test-1

M.1

Mock Test-2

M.8

Nature and Significance of Management CHAPTER

1

TOPICS COVERED:

¾ Management - Concept, Objectives, Importance

¾ Levels of management - Top, middle supervisory (First level).

¾ Management functions - Planning, organizing, staffing, directing, and controlling. ¾ Coordination - Nature, and Importance.

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v C E S NT E I E C T DR S I U D OO S ATE D SE R I R TME N RH OT EF O MR EED GPN A A NGS N AI G LN -L OE I hR TB N ON CA DM NU AH GF NO I E T S A UU T E C H OA T T Y GGB N NI I S S D E RIV N OA I T CG C CR E !O J Definition of Management:

D N A M M O C O T E S I N A G R O O T N A L P O T D N A T S A C E R O F O T S I E G A N A M O v 4L hO R T N O C O T D N A E OT T A GI N ND I R D RO OO CC CO !T

S S E N I S U B S E G A N A M T A H T N A G R O E S O Pv RK UR PO IW T D L U N MA S AR SE I K TR N EO MW ES GE AG NA AN -A hM D N A S R E G A N A M S OE T G GA NN I A D R OM CD CN !A

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H G U O R H T E N O D S G N I H T G N I T T E G F O T R A E H T S I T N E M E G A N A h

Mary Parker Follett

O T G N I v D E RL OP CO CE !P

v G N I K A M N O I S I C E D S N A E M T N E M E G A N A h

O T G N I D R O C C !

D N A O D O T T N A W U O Y T A H W G N I W O Nv

KY FA O W TT R S A E EP HA T E H SC I TD N N EA MT ES GE AB NE AH -T hN I E N O D S I T I T A H OT T G GN I NE I E D RS ON CE CH !T

Ross Moore

S A S R A L O H C S S U O I R A V Y B D E N I F E D N E E B S A H T N E M E G A N A -

MANAGEMENT - CONCEPT, OBJECTIVES, IMPORTANCE

George R. Terry

Henry Fayol

Peter Drucker

Harold Koontz

F. W. Taylor

N EI R A Y L LTT R A N NEE OCC I E I T R I F A A F ZE E I R N AE GH R 4D OR N A EE HNY T N L GAE NMI V I T Z TC I LN E I EF T I F U C E I FF O F SE S D S E S CNE OAC E RV O PI R TP CC I E MF AF NEE R YNA A DN E AI S SE SL A AH DO4 EGN

L NA I O N F I T E OA DI T R A EZ O BI B A NNL AAE CGE R TO R I N E U EV Q ME E EIR GHH C AA C NO I H AT SW ME S SCM R UU R HO E 4S T

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MOE E S I MUTW D I I M T R A IS E EN H HI ST T MIO T NRN T I N E O H E T MI I SE C WE I CGF DRAF EUNE VOAE ESB I E H R D L T C AMNU EO SUI H I MCS I LI F A F T ONE N I GM NE I M D TE EGU N R G BA I I S S EN E DUVA I T EYC HBF ET

T D F N NEEE T EE I S C I HL I TF F WPI M FE OI S CRA OL SO I L LPE A OEW S SGBA I O D T SE E S D V R E I I T CI SA C OESE R SF F PDI TE TEN H N S T EI EF MT MI I E F E GI G S A L S A U N E N F L A A S E S -E S M U C T SS EI S CI HT OUT 4) CSI efficient

effective

Nature of Management

S C I T S I R E T C A R A H C G N I W O L L O F E H T S A H E N I L P I C S I D A S A E C N E I C 3 Management as a Science

i

N I R P D N A S E I R O E H T N W O S T I H T I W E G D E L W O N K F O Y D O B C I T A M E T S Y S A S I T N E M E G S AE NL AP I -C

ii

I S N OS I T T N A E T N M EI R ME IP R E X PE XE EH DT EF T O A EE PM EO R C HT GU UO OE RH HT T DS EN VA L M O VU EH OH ST L I A TW N S EL A

ME E L E B GDA ATT NNI C AED M ME E R FGP O AN SNU A E L Y ML P T I C N NEA C I C NI R I PS F I ETN G HUI 4"S

iii

D E E N D N A Y T I L I B A C I L P P A L A S R E V I N U A

ES VE AC HN A TT O S NM OU DC R TC I N ET N ME ER GE AF F NI AD MR E FD O N SU E N L P O I I C T A NC I R I F PI ED HO 4M

S

A E C EN CE NI EC I S C T S F LO A S I C A OS SI AT N SE I TM ) E G E CA NN EA I C S @ T C E AL XA E$ NT S AE TN O R N% S IF TO N S ED MR EO GW AE NH AT MN I TR A HO T S N DA I A M S EU BH H NT AI CW TS I L SA UE HD T 4I

D E R I S E D E V E I H C A O T Y T E I R V U I T L I C A AF DO ET Z I E L N A NO OR SP R S E I PI T YN L H O GS I R H E SP I T O ) T

E N GO DS ER L E WP O NM KO R FF O S NE OR I I T A A V CT I L R P PA AE SC E N I I L 3 P

MS L IA T R O !G

T R A R E H T O Y N A E K I L T S U *

E R A Y T I V I T C A L A N O I S S E F O R P A F O S C I T S I R E T C A R A H C S U O I R A V D N A L R A & C -

S L L I K S E S E H T G N I R I U Q C A F O S D O H T E M L A M R O F

N O I T A P U C C O E H T F O N O I T A Z I L A N O I S S E F O R P R O F S E N I L E D I U G S E U S S I H C I H W Y D O B X E P A N A

S R E B M E M E H T E T A L U G E R O T T C U D N O C F O E D O C M R O F I N U A

iv

E G D E L W O N K D N A S L L I K S L A I C E P S N O D E S A B

iii

T R A E N I F A R E H T A R R O T R A T C E F R E P A S I T N E M E G A N A M S U H 4

Management as a Profession

O T G N I D R O C C !

ii

S E V I T C E J B O L A N O I T A Z I N A G R O E V E I H C A O T D E T N E I R O N O I T C A S I T N E M E G A N A M

i

N A M O T R E G A N A M M O R F S E I R A V D NE AR U YI L T I A V F I T O C T AE DN EO Z R I L P A O NS OL SA R S E I PT YN L E H GM I E H G AA N SA I TM N ES MU EH G4 A R NE AG MA

iii

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S N O I T A U T I S T N E R E F F I D N I E G D E L W O N K F O N O I T A C I L P P A O S L A S I T N E M E G A N A M

i

S E L P I C N I R P D N A S W A L E H T F O Y T I D I L A V L A S R E V I N 5

T N E T X E N I A T R E C A O T S T N E M E R I U Q E R E S E H T S E I F S I T A S T N E M E G A N A iii

N O I T A T N E M I R E P X E N O D E S A B S E L P I C N I R 0

ii

E G D E L W O N K F O Y D O B C I T A M E T S Y 3

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Management as an Art

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U D S R I V E I YD WN AI L R DU NI O AV SA R H OE T B C OF DO ES KE I D L O YC T I L V A I T C I C H AT

LE T A C NRU OID E I HN S T S O E NC F G O F I O RS PE E ADD SOO I T TSC N M E EI R R O MT F ENN I GO U AI NTA A AI ZF -N O

N O I S S E F O R P G N I P O L E V E D A S A D E R E D I S N O C E B N A C T N E M E G A N A M S U H 4

L SGEA L H N A U I T UN D G I I DO NI V I I J V L D I L RF I D N OL I NF I UF EEFO S S S N O D R O PR E I R A VU T I A W D P N OI FTT D N O R KO ER PR O UEOC OFWD F I RD YN G EA AAHK STR S A NO IH OW N I OPT A U I M S T O I A A RN S E G I AT N GS AER H E GT OR R I EU F OO HQ T N R E FR !E O S B S I Y M R T I EEH V B4N

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T ML A C O Y I EOT AR G C PEML E UVSA R O%ANI

RS OD TI G N DUT O EBA AE S IM NN SNO I M T A I TN T GO N A ES R C ER IOA E MF N ANN EF I GIGOT ADRMR NHO M O T EO AI F F HC -WT E

S OLRD A E T ND E SR E A ERN O HX T NE DE ) H NSS T AT O RT I NHOG T OI T C N I A I T WF D C R NSLO A UT C C FCI C A T CR I A L I E O S MT L A ANPO NIDG YNNS A O DI T CI TI AA D SMN SI I NOA TA NL F N G O E ER CS MOE T I E LE GNI A G A!C N

NT OA AN SH -ESC MUT N OS N OOIU I RRM A T I C V N NV O UNFT I FEOA S G T CN S S I I I IS N MG ANNA G NAOR YHCO

T DCHN N CAE AEI H H LM ST WU I N O FO TT T S N N S R F EL I EE V E C MS MC N ET NU E GI O S E ATR EH NPI A T V B AD NOF -A O ET

E B T O N N A C T A H T

S EN CO R I OT F C EN L U B F I G N NO AT I T A N I S I NN AA G SR I TO N E EH MT E GY AA NW AE H -T N E I CT R L OE F F EE L B B I N G NA AC T E N C I N NE AS E SR I TP N S ET MI ET GU AB NN AE E -S

L A I C O S S E V I T C E J B O L A N O I T A Z I N A G R O O T N I D E I F I S S S A L E C V I ET BC E NJ AB CO SL E A VU I T D C I EI V J B D N /I R O L A N O S R E P D N A S E V I T C E J B O

GED CN HN EI T A J R B DN E OD NA I AM GS NN S I R U OE V H C ES ME I H A OI S CE T L S AR I AUT DL CU NL O AAST GNEE NIEB S Y I E T O T D VP L E I L T S U RCMO OEEH J F B S S EOR N L F E B O O I DT I S L Y A NT O S OE H I I EN PR R SA A A E G VH R R SASO I E TV G Y N ENN EI I A MHDF U ECL O GAC E AONV NTII S S T AA R C -HE E J DB TL ) S

OO E N HN VO I EI I T T KA C A A ES M T J I S B N E LH /A L GA4 LR A F NOOT OES TN I H E T E T A M R R S E I O N T N F R N AS E I GE V EO R VH I /T TG

-

i

G NN OF I CF A FT O SS E G I N RI E T S C E AR I SD I T N G EN I MS I EN GA AG NR AO M G FN O I N SN S E A CL OP R PS N EO HI T 4C N S S U E F CE OT S RA N P R O S A I P E T UE A L K O S R P R U O O E N T IU W E P T O P F NB F O F O O O E T CI T N T N T N

E E E ASG O S M M M I P N E E E T I L G G G NMO L A A A EOR N N N MCT A A A ESN G - - - A O U OC NU D AN N IA T

vii

c

vi

E E R H T S A H T A H T Y T I V I T C A X E L P M O C A S I T N E M E G A N A

L A N O I S

E NR EA ME IS D E I T H L U 4

MS N SO I I TS N N EE MM EI GD AN NI AA -M

v

-

iv

ELL Y O R RN A T O NET OPO I !N T A I S S Y I T T N I N V AI E GT R CM OA E LG NA A AC N IA GT I NL I OG

APL NRO AOO H LC MA I S NC I A O DS R E O C VI L L A O T I VMP O NN S I O OH SC E I EA T I DS V EA I T MH C ARC OU EF HR M 4E S PA E SD VI I E TG S I A A R VE N R H E A T PE M LH L E A WB S L I O L T TA R N SO EODF MTED ENEE GONR AMPI U N MQ M AO UE -C PR

iii

E ES PE SH E4 MS

OE SS RO OP F R DU EP ME S RE OH F ST A E HV E NI H OC I T A A S O IT N AE GB R OD L YU R O E VH %S T N S S E E

CMD OEE RGT PA A T DNS EAY T ML N R EFA I OE R L OA LC LO D A OGN GEA AHL E S4P I M TE N I SS EO MPE ERB GUD L APU NI CO AF H IS -C Characteristics of Management:

ii

-

i

Y T I L I B I S N O P S E R L A I C O S

vi

E E F A R O F E C I V R E S G N I D I V O R P

v

1.3

-

a

b

Objectives of Management:

D N A T I F O R P L A V I V R U S E R A E S E H 4 E G A T N A V D A E L B I S S O P M U M I X A M E H T O T S E C R U O S E R L A H I R T E W T O A R MG

S LNEHL V O C A A NIIUO T T I S OA G T SS E S L I R PD A N E E N M A PG EO TR ON S N R EOCLE R ESEP V A E H E F T E F HL FC IO L I RC D ETUEN H VRSG O AASI C N HPDH E O R OEE D I T HMEN OA ONA T WC S L I SN A EE N I L BC OAA P H I LN G OL T I TR AN EA N O NG PYI EE FE OM O H HFC ET P4ME G US ORA N RRNI EE F E Y DV EAN I AT Y P O R MC A S E M

VA EB J T R R A A OEHNH E S C S NDEUMR H N O OA 4SPF I O S T S L

D S A E E S E E S V CD I V EE N N E I T AEENDC I L GR NA E DJ R E I EC NB /P S AO O XR S EESHL E A VSVSTN I I W K DD T O ROI C T ENRERA U I J OEPGS B I ORHDLN T A G N LK NA E A Y G OR NCF S S S NAI E R O T I OBA E R S H S PT A S R E L I E SW I A OS T 0I A T -

iii

O YT T E N I O C I OT SA G FI O L B TO R A L PI A AC SO !S A Y S T A E H I C OS SE S RN OI F S TU I B F E NN EO BN R FO O S NS OE I T N A I S EU R C B EI S HT T I SR E E VH L T O VE NH I W T ) N O S I E T A VS I T I C N EA J G B OR O L

Y A L I I R F C E L OV U 3E F

ii

3 % ) $ 5 4 3 3 3 % . ) 3 5 "

1.4

D E G U A G E B N A C N O I T A Z I N A GS R A OD NE AT S OL I T TE N B EN MA EC GS AE NT I AI V MI T FC O A EE CS NE AH T 4 R OS

PM MR )O F R E P T I S E I T I V I T C A E H T H G U O R H T Importance of Management:

T D L S I N E B A BA T H NI T F I O W SR O E R CPG E R L UB N OS I I SS S E P OL R EPE HMH T O US EM L Z A I ID L IX T AN U A OMT T GE NK SI PR R L UA E HSM N TE E N H E EG T MA N I ET E GSG AAD NWE A E E -HV I TT G I NT I E C UP DM EO R C YA BS

S ES S R EE E NN HI I T SS RUU E NBB F NSO E AV I N MG O EI SS I L B H N I 4A S S P X Y OT PI E

Optimum utilization of resources

-

LS OE T VU BEH OL4 J N

OD DI E ET C NCU A GF D I S S E IR S T A A O ESL S R HE A T H S GI MI M RH ON S F I IE R E ST E T PL N UE OS T S E B SRA P E I ED H YNDS OANN A L Y O P RI T I E T MV A IVL ET O E SCNR U R E L DU T A A OTD I VR ER I PE T O O SYC MEOE L S P A V TE ) M A R H E C N S E I R SHE 4 I K H R S 4E O E W L E YD VO LN EP L A L MT A I N EE T N EM EH T T E O G G PN A RO N I E MA HA M T

Cordial industrial relations

EW IH S UTE BFN F NOO I S SNN E OO GI I T NTC AAU HUD T I CS O E R T HDN E T GI FN O G KAN I CHD S R ACU E R EL T G HC A ATNN SOIA PT N M E T O EP I E T KA A H TDZ T N AIF N E O AO MT GT S E R N R GO OO AT I F EF NA HE AZ ITE -N NH AI T GSH R ET OG I SNW PAR L HE E I HCS TA SU E I H OS 4BE AM T G N O NC EI E MG NNB OIY RRG " I O V

L T NE O EK N SR H S AC E E NMT

S NP OL I E T A H ZS I I N H A4 G R E OV EI T HC T E J NB I NO ON I O T C EM R M I D O FC O A YF T O I N T UN TE U M OE BV AE I SH G C

NA N I R O EI BH T TTA N Z SI ED N MRA EAG GWR AOO T NS E AT H T -R O N F F I T EI R EI HP T S L L M A A SE E DT I P U O GE L TV I E SD A

N NO I OT I A T A Z I CN I N A G UR MO ME H OT CF EO VG I T N C I EN F O F I E T C NN AU TF U H OT BO AO SM G S NN I I R BS P TL N E EH MI S EH G4 A NS AD R -A W N W O D D N A S D R A W P U H T O B

Effective communication

EY E R E G E H A HT N 4Y A T I R M R E C WO H I OT G PU E T DA A S NDN R T ANO S SAI R T S UR A O T S

E T A I N N T WN O S E A I T ROG M P I A E Z E FR O I HO G N T Y A S A NS I N N G I A R RAA O M B N E I F E ET L F I A H H N D T T N SNE O N R I I OM T E C Y GSE G N R D AE A U O NG N F B AA A D M G N M E N L L NA I F A K OMO C I A T H S O M A SL S E I S L I U V N A N E O AGL N I T GI S N E I T R E C OSE I R E M NDH D T E T AA T G Y S NH A L O L ) T N A M A NR P OE M I N O T L T E A E CG E V R H E ET T A L R MA S PN I OE T ER E 4M ) DE FH O E4

NY I L O

J AN SE I

-

-

Adapting to changed environment

Develops team spirit

LEVELS OF MANAGEMENT - TOP, MIDDLE SUPERVISORY (FIRST LEVEL)

Levels of Management:

Top Level Management:

4 . % % ' ! . ! & / % # . ! # ) & ) . ' ) 3 $ . ! % 2 5 4 ! .

Y T I R O H T U A D N A R E W O P F O E C R U O S E T A M I T L U E H T S I T )

S E V I T U C E X E S U O I R A V T N I O P P A D N A N O I T A Z I N A G R O E H T R O E R U T C U R T S E H T E D I C E D Y E H 4

C T E S R E G A N A M Y T U P E D S D A E H L A T N E M T R A P E D F O S E S I R P M O C L E V E L S I H 4

S R E K R O W F O B O J E H T E S I V R E P U S D N A T C U R T S N I E D I U G Y L T C E R I D Y E H 4

S R E K R O W E H T G N OS E MI T AI R EO NH I L T P U I A C S R I E D H EG R I UH SE NH ET OO T T ET L R B O I S P NE OR PD SN E R A LE E C VN EA L RM E R WO OR F L TE A P SR R I E E GH AT NE T AA MU L EA HV 4E

S RR E E HK GR I H O EW HE T H OT T D SN E CA NT AN VE EM I R E G G A S N R A E K RM E OL WD D FI O NM OE I H T T A CN I E N E UW MT E MB OK CN I HL T A I S WA DT EC T A S

UYL E RH E T V N E E4L

T OT N S SE L E A W EMO E R GL A E YAH ENT HAT 4MA

E R U T A N E N I T U O R F O E R A H C I H W S N O I S I C E D G N I K A T R O F E L B I S N O P S E R E R A Y E H 4

T SFC N O E O E R I F GF S U N D A QI N N E Y E R OA P I ST M E I CT H D NA 4U N H F O S T I R ES T E E A GHG Z ATN I N NDA A ANH G A M C T R S O Y F R N O E N A YDE A T N I F E L U I O S

B E E E TR A R L N O GO EA F NHD ME I S W V N EE L A GH O A4 SAN S N O A S M AR I T E ME N A L OI Z B LG I A O T N U RAA FN Z A P S G I S R M EN E O A H CE T GE CH R H UT O OT T SY F REO ZB E H T F S T S A E L L R TM +I A E K

S E N T L TS L S R R I O T E Y E K I T S BE S O A OR LT BI Z A 2H T UN S U R SA F T E OO SG P T EGUR CAOO GN O N I N NT I R E I OAA D A H #MV T RI C OL

CP CP !A

i Conceptual Skills

Y R O S I V R E P U S R O T N E M E G A N A M E V I T A R E P O D E L L A C O S L A

C T E S T N E D N E T N I R E P U S N E M E R O F S R O S I V R E P U S F O S T S I S N O C

T N E M E G A N A M T N LE E VM EE L G RA E WN OA ,M

LH HA T T TO I WNO E M D M ET S NR R RA O E CPF NES E ODI S CE T I SDV I I UT NL C OCA I N T I S C U NHO C UI I FH R A NWV I A S MTM N R EO RM I F E R TE HR 4A P P ED DN EA V S I L T A C

EOT PGN SLE A E M T R N T RE R I A E HMP T T E R FA D O R I GPE E ND H I T N HF OS I IO T L C B G NAN UTI FSN O LEI L A T SC R NN E AU VL OP F

TS A U O EI DR AA MV N SE E E I C W I L T O E PB EN O HI T T A GN NI I T D E R R O PO RC E T H N T I I DW NG AN O GL NA I T T A N CE I M N UE G MA MN OA CM RR OE

L F E WV EO L E LL B I ER S NHE T W OO PT O SL L E EE R VH ET EL R T P A A OS YT T EE I HH N 4T U

U M M O C F O L E N N A H CT

AN SE A M TE C G AA N OA T DM EL T E N V I E O L PR PE AW EO R L A D LN E VA EL L E EV L E D L DP I O MT E EH HT T N NE I SE R W E T GE AB NN AO MT I A EC HI 4N

Lower-Level Management

-

-

G IN N I AG GA R ON EA HM T S FR O E SG R A E N DA L O M HL EA R R A HE SN RE OG S/ R E % N# W OR E EC HF I T F YO BS E DV EI T T C U EC L E E S X SE R FC OE T T IE C EHN C R A I H D M T I R FW I O A SGH E NC S OS I L R R PAO MNC T OE OI CT R AD I TZ )

Functions of Top-Level Management:

NSG I N E A I I C D MI R L A O EP G R E A CR I SS S G AN NB O I I F K S

I AOC E L -GE O NDH I NT E OA KW L I AA S U I T C S EMDA $RNN O A F O LI

S A T E OA GD Z NUGN I E I L T N C A A NNR G AIO R L HPO 0 C R E I OH H T WCF E

THO T N Y T EGI L NI MI B ED A GIT ACF I NEO ADR MNP AD LL E PN VE A ET L H AT PR OOW T PO RR FO O G NCL G A ON I V T I I C V K NA R U U FMS

Conceptual, Human and Technical Skills

1.5

Middle Level Management

Functions of Middle-Level Management:

Managerial Skills

3 % ) $ 5 4 3 3 3 % . ) 3 5 "

1.6

SK I HH R T O O HW ST DI O RWT A Y E WS T I I L OH I T TB EA A DPE U H M T T I E T T T D C A N E SA L

F R E D E R GNL AT AL I NS K AR S E MD N

AK ONM R T U O DOUW H ET T A RSM L E UA E G R E AHT 4 SN I E

S LAE G L MTA I K R S AU A L NO I F A C D NOR N OT YO E SI BD R L IUN E PBSA RADR E ENE T HAB N T I SM ROR OT EE EM LR SP L I E K P F SU SE R O NR OR I ATR G M)E

PA S UR US (E SA

ii Human Skills

-

SE E H UT QH I T N

HIN CWO EDI T T E A EN Z HR I T EN DCA NNG R AOO T C S E R YH E L I T DR NAF UMO S IE SR L I PT L I I K SV SI I T LTC A ) I A C ETS PNU SEI O M EP R S A I UU V OQ O T T YED T D I E L NT I A A B L ASE L R EO HO S T E OTR T SU SLD A R E I E R C F E O E T R R A P LM L I D K N E SL A LD A S ND CA I O N HHH CDT ENE 4AM iii Technical Skills

S I H M R O F R E P O T S L L I K S L A C I N

HL S CE EV 4E L ST A N LE L R E E WF F I SD A T NA AS MU O UI R (A V LL A L I UK T S P EF CO NE OE #R G SE E D R I E U H QT ET R U RB E S GN AO NI T AC MN U !F H G I H A S E R I U Q E R S L HI L CK I S H L WA C GI NN I H K C AE MT F YO CE I L E O R PG SE I TD N EW O ML Y EL GE AV NT I AA L ME FR O D KN SA A S T L L NI I K A S MA L EU HP T T E C N O C F O E EE HR T G TE !D top level

EE E HR T G FE O ED CW NL O AY DL I E U V GT I DL A NE AR ND ON I A S I E V G R D E E PL UW SO SN I K TL N A EC I MN EH GC AE NT AF MO E FE O R G KE SD A T H G NI I H A MA S EE R HI T

UL S QI L EK R S HL CA I U H T WP E SC R E N EK O HR T C TOF !WO lower level

S L E V E L L L A T A E C N A C I F I N G I S L A U Q E S D L O H L L I K S N A M U H E H 4

Hard and Soft Skills

G CNN I AY I N ECI N R A A ER I T C EI S D FN E HOA R 4P E

C ET B I L OP C J A M AA R P MXY E RR D OO U F R T &S E Y PG ONB I T D N I E DA R ER I R TU I U DQ QNC EAA R S G I SN Y L IL L L I Y K A D SU 4 LT S A S A I C HH EG C PU U SO S ERE HHR T T A DW TE N T EPO F S OS E L E R A PVR EEO R D G SDN L L NI I T AN K S D U EO DR RI C A UC (Q A i Hard Skills

ES S R L E L I I I U T K I QS V EG I T R C N TI AO V FNL O O EOS GDM NDE ANL R AB O EER DC P I N WE S I L R AE L I K OP T XS DE N EHO I I L T G P A U PO C I AR N EH BTU NDM AEM CPO O C DL E

NV E AE L P CDM I F FA I L C E X ES E P D SN R O BA & OT

J H G TG N O I U C NA N T I E ETA R FRD A L T E A FE SS L L L IEOO R D K SANT I Y EEK T S S I L E E YI HHN B 44AA ii Soft Skills

OS T T ER VA AP HO SW R T E O GT NI N AD ME I TF A I S HS T A SL NC OL Y I T D C A NO UR FB TE N R EA R S E N F F O I I D T C FN O U DF EE S S OE PH M4 O CS L A SO S E G CD OE RR PS I SE UD OF UO NT I N T E N OM CN AA I ST I T TA N R EO MF EM GR AO NR F AE -P

MANAGEMENT FUNCTIONS

T N E M E G A N A M F O S N O I T C N U F N I A M E H T E R A G N I W O L L O &

Primary Functions

G N I N N A L 0

G N I S I N A G R /

G N I F F A T 3

D N A G N I T C E R I $

G N I L L O R T N O #

N O I T A N I D R O O #

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D E M R O F R E P E B O T D E D E E N E R A H C I H W T N E M E G A N A M F O S N O I S T C N NI O UT FC YN R U A F I Y D I R S A BM UI SR EP HE T H ET R T A U GO NY I R WR OA L C L O O &T G N I K A M N O I S I C E $

N O I T A V O N N )

N O I T A T N E S E R P E 2

G N I T R O P E 2

G N I T E G D U "

G N I T S A C E R O &

S A T N E M E G A N A M F O S N O I T C N U F D E T A T S E V A H S R A L O H C S T N E R E F F I $

N A L 0

S N O I T C N U F E V I F S E D U L C N I G TN N I EL L MO ER GT AN NO A# D MN FA O G SN S I E T CA ON RI PD R EO HO T L# O G YN AI &D N OA T GM NM I D RO O# C CG N !I I S N A G R / G N I N

G N I N N A L 0 E D U L C N I T N E M E G A N A M F O S N O I T C N U F R U O F E H T G N YL I R L R O E R 4T N OO T G# ND I N D RA OG CN CT I !A U T C !

G N I S I N A G R /

S N O I G T N C I NL L UO FR T EN VO I F E# HD T N LA L E G NN NI OD A $E

, /

DG NN AT I ZC T E N R OI O$ +G ON T I F GF NA I T D R3 OG CN CI S !I N A G R / G N I N N A L 0

E R A T N E M E G A N A M F O G N I T N E S E R P E R M Y N O R C A N A D E M A R F K C I W R 5 D N A K" C2 I / L L # U '3 $ / 0 S A T N E M E G A N A M F O S N O I T C N U F E H T $

G N I T C E R I $ /

G N I S I N A G" R

/G N I 0T

E G GD NU I N N" AD L N 0 A E 2 R

A G MN I YT NR OO RP C E A2 E H/ T # O T G GN NT I I A D RN OI CD CR AO SO N# O I 3 T

C NG N UI FF F EA HT 43

TD T N A N E O HR ET I T R I S A E DE F N F A I D I D E D E RR H FOH T O OTE S#NV E OE I N I T I OMH V I C M T I A T A O C ZC Y AI L N T E GA N H NG E T I I R Z C OS I I IF N OETF RH)E HT D CFNN O A NOI YST Y E A S L V E Z I DI V I NTNT ACAC E G J E R GB F F NOOE I Z EEO I HHT N ATTN T E N GV I R E H E OI M T HI OC E W T G A SAYN R ON E T OA F N M E M R OR F I O A NT OAHS Z I N I T S N O A G I A NG NC T I I D A RRRF OOBS N DU OA NO #F I OAR S A SO

MAVS HSE EC E T T V S A I S Y T DRC S G I E E BO J T B UVN O SAI

F O E C N E S S E E H T S I T I R E H T A R T N E M E G A N A M F O N O I T C N U F T C N I T S I D A T O N S I N O I T A NT

I N D RE OM OE CG SA UN HA 4M

Y T I V I T C A Y R E V E N I L E V E L

YM R I E VA ED TE A R I S NE OD I T F A O ZT I N N AE GM R E OV NE AH I NC I EA R E E R HU WS N YE R E O VT ET DN EE R M I U T R QA EP R E SD I NY OR I E T A V NE I N D RI OD ON #A

T )

N O I T A Z I N A G R O E H T N I N O I T A N I D R O O C T U O B A G N I R B O T S T R ON

F F W E O ES KT AI MN O OE T C EA VL AP HE K SA R T E T GO AN NN AA -C

Coordination is a conscious function

-

Henry Fayol

1.7 Secondary Functions

George R. Terry

Harold Koontz and Cyril O’Donnell

Luther Gullick and Lyndall Urwick

COORDINATION - NATURE, AND IMPORTANCE

Coordination:

Characteristics of Coordination

Coordination is an all pervasive function

3 % ) $ 5 4 3 3 3 % . ) 3 5 "

1.8

E RH OT OL L CA FF O O ES CE NT I EI S V I BT AC EA HE T H NTL

) SA T E O S L G A A NN OI GD O LRM A O UO M DCO I TC V N I F D EO NMT I E N RG I E E A M HN T E V EAE VMI ESH I UC H CHA A4

OC T I N ETO O VA I I T R H C T CE S SER I T MD N EOE MCN TEO B R N A LI L PI S EWT DTN E TI N NM EOT R I R T E A A F P F NE I I $D D Coordination brings focus

-

i.e.

Types of Coordination

S DN NO AI T SA L A S I UN DA I G V I R D O NE I H ET HF 4O T S N N OE I T A M NR T I D RA OP E OD S CT L A LN O A NEG R RE N E F O T F I N M D I SSM I AO NL LC OE I E T WH A ZST I A E N SV AL E GE I R VH OEC L ET A HN O T ET NRD E I H F E F T T I I A D WT N I NA D OGR I O NO T I A K C NR I E OB D R OWO OST CPD U EO E HR E 4G N Internal Coordination

SE G L B N E I VT T ES A L R U E TM P N E O S R T S E T N F N E F I E M D

M TN TR T A O R A I A GPT P A E ND Z E I I D K RTN T A ONG N WER E R R O E E EF L F E F F I P H I ODT D EFF F

PO O S O A FSN S O D E N A I L E AP SL T

I Z E N I V P I L R I L T O T I A O I E V C T R G L I A A E T E P Z C T GN I MV A A O NA C OG GAE R NXH MR E OET H AO R T M M O E N R A O H & O U R T I F T

N F N A E ON D I N O B I H T E I I T T A D N V I A I N R A R ZE I OW C I D L O N D RA E N CV OG O D E O I E T HL CRN A O A T E N O O E D I M T T D HE A S T R S T S R R A O E N E R O E F I F G C H E H E E T R T L R T A T TIN TA W N ) ) I R

E T N ) i Vertical Coordination

ii Horizontal Coordination

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Tan Print's Business Studies for NTA CUET (UG) 2022 AUTHOR

: Dheeraj K. Singh

DATE OF PUBLICATION : MAY 2022 EDITION ISBN NO NO. OF PAGES BINDING TYPE

: : : :

2022 9789394186613 190 PAPERBACK

Rs. : 295

| USD : 35

Description This book intends to cater to the principal needs of all the students preparing for the Common University Entrance Test (CUET) at the Undergraduate Level in the Business Studies Domain. The underlying concepts are articulated precisely.

Several illustrations with examples & coherent charts are given in this book.

The Present Publication is the Latest 2022 Edition, authored by Dheeraj K. Singh, with the following noteworthy features:

·

[As per the Latest Syllabus] released by the National Testing Agency (NTA)

·

[Precise Articulation & Illustrations with Charts] for an excellent conceptual understanding

·

[Simple & Lucid Language] is used throughout the book

·

[Chapter-wise/Topic-wise MCQs] with hints and answers

·

[Chapter-wise' Mind Maps/Quick Review'] for complete revision of concepts

·

[Mock Tests based on Official Mock Test Pattern] are provided in the book to gauge the students' knowledge & understanding. It also enables the students to get acquainted with the pattern of examination before appearing for the final exam

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