Taxmann's Business & Commercial Knowledge by Taxmann

Contents

E G A P

1.1 K C B O T N O I T C U D O R T N I

CHAPTER 1

2.1 T N E M N O R I V N E S S E N I S U B

CHAPTER 2

3.1 S N O I T A Z I N A G R O S S E N I S U B

CHAPTER 3

CHAPTER 5

5.1 S S E N I S U B G N I T A T I L I C A F S N O I T A Z I N A G R O

CHAPTER 6

6.1 S E I G O L O N I M R E T S S E N I S U B N O M M O C

I-5

P.1

SOLVED PAPER: DEC. 2021 (MEMORY BASED)

4.1 H T W O R G S S E N I S U B R O F S E I C I L O P T N E M N R E V O G

CHAPTER 4

t n e m n o r i v n E s s e n i s u B f o s c i t s i r e t c a r a h C t n e m n o r i v n e s s e n i s u B f o e c n a t r o p m I

n E s t i d n a n o i t a z i n a g r O n e e w t e b p i t h sn ne om i t n a o l r e i Rv s s e n i s u B n o s i s e s c y n l e a u n fl A n l i a t n t n e e m m n n o o r i r i v v n n E E t n e m n o r i v n E s s e n i s u B f o g n i n a e M n o i t c u d o r t n I

6 . 7 . 2 2

1 . 2 . 3 . 4 . 5 . 2 2 2 2 2

SYNOPSIS

BUSINESS ENVIRONMENT

CHAPTER

The success of every organization is determined by its responsiveness to the environment. To be able to retain competitive advantage, organizations need to examine their environment both external and internal and respond accordingly. -Kazmi

1 . 7 . 2

s i s y l a n A l a t n e m n o r i v n E f o y t i l i t U 2 . 7 . 2

s i s y l a n A l a t n e m n o r i v n E f o e s o p r u P

t n e t m n n e o m r i n v o n r i E v g s n n s E e i n n l a n i n a s r c u e S B t s x l f i o a s E t s y f n l t e n a o m e n t s n n A n o o T e r p O i m m v e n o W l E C S E 0 1 8 . 9 . 1 . 1 . 2 2 2 2

1 . 1 1 . 2

t n e m n o r i v n E o r c i M

2 . 1 1 . 2

t n e m n o r i v n E o r c a M

s i s y l a n A E L T S E P 2 1 . 2

t n e m n o r i v n E e h t o t e s n o p s e R c i g e t a r t S 3 1 . 2

1 . 3 1 . 2

s e s n o p s e R c i g e t a r t S l a n r e t n I

2 . 3 1 . 2

s e s n o p s e R c i g e t a r t S c i t s i l o H

TEST YOUR KNOWLEDGE

It is not the strongest of the species that survive, not the most intelligent, but it is the one that is most responsive to change. Charles Darwin

2.1

T N E M N O R I V N E S S E N I S U B

2.2

.ess , ,st ,t u 1 mv e nac s v n h . e e e uai r i p n t uhr e mss i n h s c p s e n e o s adtu r n o n c o va sbr i o r s t i s dte ss p Av u l en n u n a . t d ei t eb a s m t n n l l m ue eu u a o s snbmhfbs e s i t o v nrennstei n n e i h oic av v eir s s r cmu nnti e u h v i e gu b s n c nn s nti o o e e onh e a rh t i awsh bi t t s v v c c i i onTt ne . o t h l T e i ue t n mf t i fr . a e t e i n w tfn v hh t ot o oesl ei n nt ttev fte e x i c i o sb cm earl e b s n omereo t n h e e n d o a t h t u n e r n l ogTi oi i f mn se. t v te ye l lti in a i l hvae de so w h i h c s s e nh ta an i w g s e h a nauw t i peeeo o d r s gt sa e unr n i a h f n f i t bt h f t np riyi a ,i a d s y a l e wa g nmlemd n a neaz w u n i i r o e dn oray d t i bt a m g i n l l r oea nce v a g ca anheu r h t e u o o ht t mf n r t en i i t ust orn d a n o e hs etoo i t son om yt es o l dci ke t n i ty ngnhs l e o p c i e l ts nei as p t d s h o ew du uuod sn ao JBt i

2.1 INTRODUCTION

, l a v i v r u s m r e t g n: os l e rt i ol i Fi b .a l a p va i v c r uo sw st t i g si n i yw no al l po mf e oh ct yt ns aa e el r t oa f e e bv ea gh ns t eu l l a hm cy n ca i s p a bm eo hc Ta d n a r e p s o r p o t y t i l i b a e h T ) (

e g n a h c o t y t i l i b a e h T ) (

nnd i en dea ewg , t tn a e r i obn bpn ia ah l c e ss nd eo r in a t a eas l ce i r s r y e l e mh a n mta sl oe cs a t dsn u nc e as mt . sinn d s oe e r noi m s i v l s n n uae o r br; i etv ft n o pne e am th n e ecnh mtot r o i nnv t oen s e r e s ir en v so npt ip e s fede h o nr Ta s s . t rnn n o eeot t i i mpta a a zi z eh i l e c n n aa e s gr g i hh r Tt oo a b

sln a r oui o t d t c i c av n i f ,du s n f e i e cn h r oat f fn eoo hle o t c rn lt l a n e fou o l cf een t i ht a gtn eda n r c g of i gy i ae n ebg i hds ” . t s n “ a e saes n i sr o i at p c el r r a mn e e t xn tr n eee ethl x ca me i u nehd wi or ra v ti i v u h d nc bn i eh i ef sw s i s o r e s p h nn rt i s e o w t ui o btnr u e t g i mt s s d rs e e nn n t i ia eds g hn un Tabi

2.2 MEANING OF BUSINESS ENVIRONMENT

Definitions of Business Environment

Environment consists of factors that are largely if not totally, external and beyond the control of individual industrial enterprise and their managements. These are essentially the ‘givers’ within which firms and their management must operate in a specific country and they vary, often greatly, from country to country.

Barry M. Richman and Melvgn Copen

Business environment is the aggregate of all conditions, events and influences that surround and affect business. Keith Davis

Business environment refers to “the total of all things external to firms and industries which affect their organisation and operation. Bayord O. Wheeler

Business environment encompasses the climate or set of conditions, economic, social, political, or institutional in which business operations are conducted.

Glueck and Jauch

The environment includes factors outside the firm which can lead to opportunities for or threats to the firm. Although there are many factors, the most important of the sectors are socio-economic, technological, supplier, competitors, and government.

Arthtur M. Weimer

] t p e c n o c t n e m n o r i v n E s s e n i s u B [ m o c . l o n k a b m . w w w . 1

T N E M N O R I V N E S S E N I S U B

.a lh. t s ts n n o e er bn e mt i es nn du oi ub ryl i c n b v no n t edic e t stna c s e p em e f m nf i ani s o n uer r ia ba v e e nv s hn ea t o h s i s st h e a c t n o i das b edu r s n e a ab, ds f s i o s e r i s nc o t t ol i n c co ea f epml r sea e s ln wee r nle i ss at e x ure g cb r ee t o,n f h o t li ris e a a a h nn t l re l ,e e s cu t s w x enhs a yrTl e l d . n a o n ool sr ymat e l s l n n e a i i i c tr t e i u ot n h Bf I

ls to f sd e D w a i o n n a h t C o. co . as hn t t n a y e t nt r. Ei e s ei m se ki 1 o r s d h v . t n m 9 t i o n n a n g n oe t oe 9t nu eo t c m c . o i d 1 o v o ct e te e t i os e r i l s i t h i l es t h u e a e md v t a c l ct e e h nl. m u v n o on nt fin r eAy ss i i o a no f c t o s d e e r . i i t v oc r t i d nb e tp i r l m n ci ar u oo dea o i em d yt l t h p i o t en d l hs s r t r m o c o n n p o n o e o r f t a a p . I o o vf onn n em c s g nr f no l l tai sr i ns n oe tw b i a ec i i s r a t t a o e g i he tu l e c c o . n l i n n n i t i a n va. t e n mc t n tc o o a sh i r a d s p e a i i o e n l g r t t t i m h eao hr , u ct r u at a a t omi c ehc a ns t t a s c u h r t o . r i n h e l ep e s t l s c ,a o s el me srh o n ue a r e f pu na ro sm sft r flf ipg s p f r f p e n ef u a e s na e p l san o e i s bon o os c g i e ihi t i i s t n y l s n e , ee e a t a c en o n s l wr r a k ve hc ,n a ce eu p ra ie nl t e t n i a p e f n s o h r e t m r c e o mnr nu s a n p c mi uu ut i n : o lt d ni t fl pt a o a a , n y a fl o h e n e n n : n i u t e c r ni n e ow rit m i o i t r l i o c l i v d su cdn om t , f i ne t t c a r nh eeg st nr e i c i e c i i o i n e r l c w a er y e e t fi m o ea ee ea ct ga x c r f hp ha i a vn i v e o hn hl n T T T T m d n o p e e f f se ae e i y h om hh h An tt D Tc I t u

e r a t n e m n o r i v n. et n se s d e nn i e s p ue bd r fe o t n si t n d en ma e l e t n e r e f f i D

Dynamic 2

. ec nng e nr eii t me eep li, r r g a p V c PI t ni s -aki n g L i hsi t oy l cedz n u ao r t maa c S ssem, A r li e r l i , i a e e d x v y r i me o r fl a sh otp l mf e et hwdgNX n n t s M oa i a o ,n , c h y g 5 i tr ce mu t e u e s r eBu s Z a d s , d . r nr d m a aannr t pliao s u a t 9pmsf to e a 1oes H l p na p + D i eTy Iec l r e e Ve Tn er Owh O s l t i C a n s D ni co eri , e r s o r e e otdts a a n f d ee ea e i ht he rt Bt lV

r yese e buk h dat d a edmr ce s atye c l r e p n t f s ef u u r t a d r ssn e i a i l l wDm a c eCld t f fin t o e e s ha tt s e s a te ck, r n n a . os et om i s D g d e uernC i at hpr c i t ,n s Amu y o r es .r t sve fm uen g en dno ui no hnl l i e e rpv ce tes i tr s y uaarb en mr mLs . oa D nC h omt I t

change in one element affects the other elements u

complex

closely

Complex 1

e b y a m t n e m n o r i v n e s s e n i s u b e h t f o s e r u t a e f c i t s i r e t c a r a h cs : tw n o al t l r o of ps ma id e et hs i Tl

2.3 CHARACTERISTICS OF BUSINESS ENVIRONMENT

2.3

inter-related

For example

emn hl o i t fi t c sde i n ”nn Tao TVc O “Tt oe. n ,t n s r o e st mr i t le n c fi i f e e n fr en o ho Tt mTgc e uOi nl r.s b t a uc c e dr p s eo we g e c n i i i v v n r e ee e bs r e c n t s i l fal e ooct t nta noas h i f ot t o i a t i t a d v n l a e e e r e t r t b n s bon na ci I

, , , s s s e e o n d . t w e d i s ” a t s h h o n p s es at e t hr a t i a e i t ne na f t t n a i d h G m I i e c at s y i ee . s i m s p i s u r g s v d n u. e s d r i a nUg r bt u at oe i o i t a r n e t n f cn v n p i o f r s n n k r ee s o t s a o i i e I a bm e l o l r t g s p e a t r m e a , s a l p nn n o g p r s s m e e e i o a o i p e l n a a r l t n r h b i yh ma t i c i n mh i c F l r v a s h n a s e i n t e l . i e s c r I n p , y o cn e r o t e . n . y r . f ne i s f ohc r e op ds f u t u t ue , g e c i i r v m e e d o e b h d n e h u l yt s i , i t n si t o i t l e r y nu i t a o a r n u e a r d p fl bn n y i Fs gf l e o f e o t p a o t r vya t o n e v n m roe a e m a r h o o i T d l o e kl s a t mt c u f e a i s i , g st t l t e d i btt st n r a f s s t a e i i e i o n ta s n t as . e h v cs u n e t e c es co r . e i s a i I n e ee e nu h r h m ms se h uep . r n t t mo do c a “ a pt s ,r hvEb nf ut s yeo foa oe a c e o t a r h l . e oo r i 9 d s e , e L d i t ic x n rt w 1 y l b n y v v n i d . n e C , p o r i : : g s e v i t t l e n i n t d e y l t , p m n t o n nu s i d e r y e a a e u l p v ec ub t l t en mot i mer erm odn da m e o n e o m s fi h e c i C o r ant f s t t a c r n t h n r e i s u c e t ee dir e c e o o gu t a p nd nr hp eCo t t e r u e n nb i e r i y ToVPf T e s e ea f I c e v a hn r ue h un h hhn Wu Bv T De c Tco u

r hg e n ci h ne t u o b ae n l a r oa n t i s t dr a ee h t t t c o eo m pc o xs r eG f s s0 r i e 1 f GA f 7S i d a y vU r i t n t n i c u As o a ae c r de e nh n o o Hw n i , e 2 y h 2 g : t 0d . o l ,2e o a i dh n d i . c hy nmn cr I et u ya t n nb eu I l ho Tc u

.e as h eet vis amt hoc n e of f Kc a Ue ty ds r i t nn n au u Amo Smc Uo a fci n o n am eh s ote t t s hn t ey s . e s cs kmi n i e l omn sr o i i e s v nu i o mnc b oee f f no o ft o cdon enee i tkrm u t s t i n n l a en a o r t r ie i p ev f f ai hn Cd Te u

m o r f s r e f f i . d n t o Ii . g t e p er co nt on co eg i ve i t r a l n e e r v ae sd i tn n a ey mr t nn ou ro i v c no et sy s e r t nn i s u uo Bc

Multi-Faceted 5

Uncertainty 4

Relativity 3

T N E M N O R I V N E S S E N I S U B

2.4

DID YOU KNOW

‘Over the Top’

For example

, es l t p n oe ed pu es t hf t no on o ti a t ea r t r ho t p as dn ea t r a t es , r n c e se a t hn ta i c , d l o no ah hc rs e n hi t d o e eg ha t . gc nn t Oe e

T N E M N O R I V N E S S E N I S U B

, sl il s t a i e t ne n i r n soa e t h gy c nr s ae s hne c fin i ees hru d t nb oa d t n en i l ia dt exs pew pte amn t o, s pr e ufc i odv rer g ve ios n e aml i b,b t mno e Am m h , sns o t e e krt i l . v un c ut Me oe

gtt e nna e i i d r m nn p ao o t r s r p r i e v p. dnAe s ne. g s uns n i pe e a ec nh ea i c s dl ul ap a bt egn n vn oe ai tm hk tacn a s t uspo e mr mg i iv enr n s aie i r hee p chh r ett e e h t ge n Td c et .u a sn jf s e eoo nmtt d i n s ee unr o k br oa t i av i t fn n e o eob te mt n ehys mtlu efsm gous anop u o ni n e t aa i t t s mi n co y ,e e l rce r o pem f pbi e att r e dsd hnun Tama

e g n a h c o t y t i l i b A ) (

) ( d n a ) ( h t o B ) (

e v o b a e h t f o e n o N ) (

1. In order to survive over the long term, a company must have the:

r e p s o r P o t y t i l i b A ) (

s e c r u o s e r n a m u h f o s s e n t i F ) (

l a s o p s i d d n a e g a s u t c u d o r P ) (

e v o b a e h t f o l l A ) (

[Nov. 2019]

t i f o r p s e l a S ) (

2. Organic objective of business

, . tey eed d omdt h d y s p t t che e e e g r i gv e id er t ntg t z u 5 g g c a s u efn o n i o 4Aa r no uo wrucr a a 9 o o d p v h fl h 1npl l S l e c n t s t a c na r , i n f nhx’ i , e o w e d v t i e e w , t l . n r e tie r m c r s v h d , a e nuama n e r t e6 eu hoi e . aomprus t 6 w s r r n t u d o r se 9a g a dyol ane a e n Z f 1 o e t epe eme r t hp c st s cp ve yh s ni m s r e o d n I t h u s f l a e ru draa . o d a o l o vnea m n i l c s c t ofc wo i o i es i on ryn sss h aogt e r t r e n r e y t i y fech soae nlfoc ne s s b i y i v i m l y s o r a h a a v p i v e i n e a l t haco t pe r r ve l aOe yc s ttc e p ad i mg pR aae tu s h s h oy l n p oe m p e T P h ebna cvoI ht I sdrmt n u p lc mhom l Oe Wl paoirtos . e j u r o e ntds h a s a R e f h , f h g s p ow t mTgti Pdtts yn roue p n s a r r i r w I i n . o n n a e e c v e e g c k e i i a y W s c , s t n v h h v y n o e e c e e i eefu r o c T a l o r c sr u , I h e e a . b a a st.b : uukps d t v ecl d o t y e t s o i n t l c nnh dea oAs nrepe e o m r n a t r h not it d i afi.o oiraat a T , l p o j u f s a u y o f e mIm fnade,fr zi ul n w o t i r o e e a n o d bo et bo e s n a har oo n hfe th na a n Na TmPi TorFt etg t e ho rc Tno s n

ey ub qd i e n c un e su t i fl n ni i g sn ee i t a rb ed pn oa s ne oc i n t e a zu i fl n an gi rtt . oin d sne a s m etn nn o i ei r s umv bnn oe hrh i cv c an u Ee s u

e l b a c i l p p a y l e d i w d n a t n a t r o p m i g. ” ns i v n ao i ht “ a sc e i l i l p p m mi ir mo rs e t t c e ef hf Te u

Far Reaching Impact 6

2.5

For example

CHECK YOUR PROGRESS

e c r o f k r o w n i e g n a h c t n e u q e r F ) ( e g n a h c o t y t i l i b a e h T ) (

t i f o r p e r i u q c a o t n o i s i V ) ( c

s s e n i s u b f o y r o t i r r e t n i n o i s n a p x E ) (

g n i k n i r h s r o f n o i t c e r i d g n i v i G ) (

g n i n r a e l s u o u n i t n o C ) (

s t a e r h t d n a s e i t i n u t r o p p O ) (

4. Which of the following is not an important characteristic of business environment? g n i d l i u b e g a m I ) (

x e l p m o C ) (

g n i h c a e r r a F ) (

d e c a f i t l u M ) (

5. What is not a characteristic of business environment? c i t a t S ) (

c i m a n y D ) (

d e t e c a F e l g n i S ) (

t c a p m i g n i h c a e r r a F ) (

6. Which of the following are not characteristics of business environment: x e l p m o C ) (

x e l p m o C ) (

t c a f i t l u M ) (

c i m a n y D ) ( 7. Which is not a feature of business environment?

e l p m i S ) (

[Ans.: 1 c 2 d 3 b 4 b 5 a 6 c and 7 a ]

pabilities

e r a

. n hu cr i g h n wo l se mh rt i f n ,i d n a h r e h t o e h t n O

unlikely to survive

) (

d n a t. n e m n o r i v n e r i e h t w s oe ng kn ha ch i c h l wa t sn e e s m i r n po rr e i t v n n ee so s t e n i s u B

adapt

[CA CPT Nov. 2018]

) ( , ) ( , ) ( , ) ( , ) ( , ) (

fail to adapt to their environment

s ys t i e l i n. b i t s au i sb n t i i r g do n nf i sat r t r )nu i s ac ne t oc r c pr oo uups some dsig ne n y err a pre h eev c h dt sd i eot n s dIa i r n .n t pa t n rn e e e t m am n n emno or yur i nhi v ,vn al n a fi e o cer snge i s anh e nit ci g cf nd ,a ul n sa h a cct di s ns e r ayh e ht lp d a on v( t u i v to r p t u a s s d e am h oi r T t f

would be successful

are ready to

d c

[July 2021]

inherent ca-

T N E M N O R I V N E S S E N I S U B

2.6

3. Which of the following capability a company require to survive in long term? a

[Nov. 2020]

[CA CPT May 2019]

[CA CPT May 2018]

2.4 IMPORTANCE OF BUSINESS ENVIRONMENT

T N E M N O R I V N E S S E N I S U B

: w o l e b n e v i g e r a t n e m n o r i v n e e h t g n i d n a t s r e d n u f o s t i f e n e b t c e r i d e h t f o e m o S e k a t o t e . i s r p r e t n e n a ss pe l i e t i hn tu n t r eo mp np oo ry i v l r na ee . ff o o se s g e a nt en r a a v wd Aa

h t i w d e t a l e r s i t I

l da le a d men sna s nee h i t c re i e r ds ip an egm l ou ece eo l hr t or et t e mt p as g crn e fii b i s e hr it k f uso zat uwn Stu ii t eo c u . rscs s u a a an a Mc l c ,eoe b r l a tc d e d kl li ra m a me ms g rrr a oa cf l e g z n i i m n r i a n i w m y o l t r a n e o i t n c a a s y a l e s m e i v t r e e k s a t s . s y nn e a n emca r i mf r a , r s w fifi t aae c e sh le f a f te k t n ate a emh s mtt r e nI o v o.sd rl a a i n v e g ni h Es t

tfeya n ohne e tam n mo dpa il emc gt ec s uboe ddacb n e i d oe hn mr t n a , epo t l t het i e u t hc sk ntu e r i dddra eeoam s s r r a e pAh e e t . r n t n y c i r en f e e o si s ve mia i rkel er a u r fiz dh c r s wun . e lt It eS. a n st nid i e a ntl euofnm r a e f g ha kte e s eab wMr s ‘ m u ,) ,h s i ttosh a t emtan y d r henei e a r t r t ( p u s e t sEmp d r a soae a t ci ccl g n i d n a t s r e d n u l a t n e m n o r i v n E

f o s n o i t a t c e p x e d n a

. s r e m u s n o c

re Ge v Ch o tm Mo Fd s rn i e hah t oT o o. s lp r a r me e m a vh o es t s s dfu noc s at s f. . re t e o e n l a vh e s c s ea e m l she i n n lss go l i a nr Ua we i rv nm r i asec on t t n ie s dhi n ueto s o g dhn s t me nci s i n ni s li m a Hu lr s tu ,l aa e fi n b sr e ee e h mh st i t n nt ac ot ru pud i e d p v mo o l nb e or cph Ea

. f r eo oh f te eds pnu a oac cae s i tdb s n y a I r vns t iu ay d r st i n i ess u r dh i e n hi t t e tmt a so hi rm t uo dor . l et pa s d i i t on l n t a an el e t r eeo ep Cvk a Tr t It s n ie ,e tm hn t ey n o m i l np hr t m wee v oo s rG t g i e h t s a s e v r e s n o i t a m r o f n i h c u S

t n e m n o r i v n e f o y d u t S

,a l ets vas n i h e t r wne c esi t sn f u f a i e b e ehah t . c t a n uefo l scoi u uga t msd ns rne i i oor d n i f s na r yi a g t bcos r eedr o d r ne e e dh hcan i p t t g xuf dt ee na ho ogt ar ttun s roe lerm l h o A n t h o .etr h s a i e wev i g n ,re i eo u t d l q a a r en o t r t s r ne so rs t e x e oe t ns n i dd us ounn cbaa

. l e v e l t o o r s s . o r g e h t t a

s a t c a s r e d a e l s s e n i s u B

y e h T

create a drive for change

agents of change

Change Agent

basis for strategy making

For example

provides relevant information

Strategy Formulation 4

For example

makes the management sensitive to the changing needs u

For example Customer Focus

aware of the impending threat or

Early Warning Signal 2

determining the opportunities

First Mover Advantage 1

2.7

to competitors

instead of losing them

crisis

For example

enables an organisation to analyse its competitors’ strategies

dd nn aa e v i t i s n e s g n i e b . s ye bc r eo gf al a mt in de om on go r el i tv ki i n ue l sbo met rve fia v i ghs n n s i r o d e p ah s et e Lo r . t gn ne i m d nn o ar t i s v r e n de nr i ue h lt a t o n et m n o r i v n E

. s e sv a i t su e c ve r x e s e ss i s se y l n a i ns au lb a r t o n ef m n o r i v n E

t a h t o s

education

. e r a w a n u t h g u a c r e mv ee hn t se pr ea ey ke h tt I

e h t e s a e r c n i y b ge r ne i n h rt a d en l la a t . n s e n o m i t n a o s r i i n v a n g e r o f o r i e p l h e t h f o e h s s t e h c t c i u W s t n e. h mc na oo rr i p v np ea s t gi nn i i g n a h c f o e g d e l w o n K

. t n e m n o r i v n e l a n r e t x e e h t s n a c s n o i t a z i n a g r o e h T

ty i t dn ni a at ,r. e g t cn nn i e n um nf ao n cm o s r i ev rl e b t n f oe a r l dpa e eh n t r t a e rt r e e x nve o et e ge h sg t i f noo t on s i t s o a i e tn ma e z ri v on i f t at i n ge i trp o n em ah t o r tc os pd pl n me Iha

l ca yi t i hv v pi r i t af c r o ag s coe i i mmt i oei v ndt c o cda en, a s t n n l oa e i m dc e p roo ese l h,v ts a ne god il st a i i c d i nng . ooo c i t cle t o a , ns mth n reco oket i frt a na,z i msi r n h oa t cdc g una r Saf o

Reliance Industries, ICICI Bank

te a h ht t o gt ne i v wi os hn so p ys be r d n a t n e m n o r i v n ec . i sl t b i u op t ef vo i s si t s n s e o i nnt e i a s s r us i bi p s ta Ai

tsr p s e e w mn o oi rs pup sbm e , e e r o. r i t s u o y y f qe t a er i l r e erd o th n hl eTt a .ur me u nlad p g oo ne re i i c v pto noar g et ep yrl e e e r t a wda r n ooyi gm ppl di nl mn i se ea a t n geo onrt c d cin ,ki n a a mef r f -a a n t oss r i e s r i d i c e ah ee dl t

ts sgi pi pen cnt a n A a a. e eihhgar a s s n c st r i n n a n t o n f h i i o o a i e i i tett n c s t t m c m g a a e endnl i l n , h s f u e e e f oaf T r r z e a rs . i eeihe d s sv e t s h n r g r sn nu ot oe al t n fi t I s a c ecoec os .h ar pa e e k t c f c osr i r lex lap ci u a , e n t ea s ,sr nms os n , rsn e i e n e o t e aor hea ns t i u i l T x z t i h l s t i ee a . up ,wtctTnb i . a h m iunt r m g e s f s n r it ua o s n m e o u l,n o ei m se co, r r n t o l e na ac ul a y i r vii o ts t i t fa e ro v amn i nv nr uee ot nt e nsdh h i r r s e Ti n do e ee : atw het t f p . t a pttheeoo a n t r m l l g o se e ey e d a a u pr fmbn b r c , oe o d a a p n o d e tbeo pi f t n e h o s n sei nygrcou i n e i a r ht v l t f a sm oetu a nf r e zin,o r os eai n a w s a n l r do o i a e s avoi t st e t r n gefc s s a cer r o i e a h age r o n r nf t ee ntp i o e x r r e s n t i o e h u e t usi n o t c i betett a n a a n s h r a zheednfe o T t i e , n e e.n t s t s e w h m a n a cn n p t i t g e no o e eer r i fb f ro io S dma o f t

Exchange of information

can keep the

managers can

in touch with the changing scenario u

broad based and ongoing

Continuous Learning 7

enables business to be

firm can improve its image

For example

Public Image

T N E M N O R I V N E S S E N I S U B

2.8

responsive

react in an appropriate manner

organisation dynamic

2.5 RELATIONSHIP BETWEEN ORGANIZATION AND ITS ENVIRONMENT

T N E M N O R I V N E S S E N I S U B

,e os t h e t te u y , y po t t li p u n : omu sem t i ,m fs r o o e s c em a s l ooa d ptc e s z s o u i i l r d c , o s o s g r t a e e t d i hp l a ec c r p i uu y u ss l l qe a el , c r es i r t p o o n se y t l t . iic a d l e scee t r i r a nfcc , o s o , i e es i l t c r g b e l c r e n u n a a u d i y d i a p r r l o e o h r e o h e l s n n t c t t a ehr e n o a a e e e r d i e i r e M M M M M ew n a h h e hg T Tas u

5 M’s

,n mt o ont i rec f m a s pr ti e u ut pqn nei i ,s e sc e dr r i eo u ef q nk re r mo rwt s i . f , t u s e al p k ,an i r s ri e a e e ct m i s a v e d r mh e n ,ta s e dcfn nnoo aant i snoa i i f t d: z ii ot s n onia u geq g emc r cna o uo n ee rh di ov e Tw rn pe .t c ot e st Ti eb u

n o i t a m r o f n i f o e g n a h c x e n a s i e r e h t , n o i t a m r o f n i m o r f t r . o a s pl Aa

d n a , t . n t eu p mt nu oo r if v o nl ea s eo hp t s mi od re f h st t u n po ns i sd e n ve i p e ce ed r t ni oy i l t s a u zo i n e an ga r t l ou em hi Ts

em hr t i nf oa r le l i v : wo r se t i w eo s p oe pl mb a ir ne ad cis : s tnn o n o ecs a mse d nl r oo g r n ihi v t w ni so ea l l ln o a nof ie rt e h a t zt x i o en t ae eg hr u To d

There are two aspects in this regard:

(a) Organization is conditioned and constrained

Exchange of influence and power

Exchange of resources 2

l a n r e . t y x l l ea lg a e r l e r vo ey s l t on t e t dr ee t t v i d ma sn ni ay , r l t i r oa st l n a u sl i o nv or i e t h a t i me r, os f e n i i c n se i h g Ta u

h t o b t u b , d e t c e j o r p r on . to n i t ea r r z i un ca g er bo ye ah mt r no of i t t n a a mt rr oo f p n m i si i e h r Ta u

, g n i n n a l p r o f n o. i s t e a s mo rp or f u np i l so i r h t t n o sc e s d un a n, og i n t i a k za i n m agn ro oi s i ec he Td u

. e v i s u l c n i s i t n e m n o r i v n e s s e n i s u b e h T

r e h t o d n a n o i t a m r o f n i , s e c r u o s e r r e v o d n a m m o. cs t su a hp n ti I

l d da n nn a ar e d rt e n x we a h oe ph e n et o l b f e ao h r t e s n t dn : s i o ne h t om w cl e o se r y g oe j r. h n or et f e f sh n o t e o i o i t e t i e n a m h zo ut i t n s r a on o g r ps r e : pt t o vn on soe i sa e r em r e mc t f n s i f n t n o o er e to uv i m c I l f on n Si e

(b) Organization may be well-positioned

2.9

DID YOU KNOW:

This process of perceiving the needs of the external environment and catering to them is called as interaction process

n o i t a m r o f n i r e v o d n a m m o c e v a h y a m. s e nc or i t u a o zs i e n ar gd r n Oa u

m o d e e r f d n a y m o n o t u a e r o m e v a h s n o i t a z i n a. gn r o ot i hc ca uf So u

d l u o m d n a t n e m n o r i v n e s t i f o s m r e t e. t l a l i t c w i d s t ni ao ct ym ee hh Tt

“ ,

2.6 ENVIRONMENTAL INFLUENCES ON BUSINESS r e p s A

h c i h w n i

e g a n a m

s e i u h n t o a i n g r r o a o v d e e n h h . e r t t . p e lc o e l n t t A d e n ., s a s n m t o u i l p t a a t i z u c i i o n f e , a s n g e e r s . o b s t e n s y c a l e l o s a m r u p s n e t o , i n u s r t s i m u v p u n a b e n e d n i n s i r h t a s t i i e t s n m u h oi e t t : e t p c s r st f n o h u a o t ef o ha e y u s t l sr r b i n m f h s e n e t e r d i h e m e nd t t t i r n i n n s f n eo u ua o i r q bs r mi g e li e e nv r n u f n t i o f fi s s e i r s n t o d i s l u u p e s va p s ct n nn n i cr d o er i e uo ei e p t e r t sp ha hx o h f Ao Tz Te t u

l ssa uen ocr une e t nu i x t l e f n n oi e ct h t an seh i t i ymw n t i o v r i n i t o v c i ant c eea ger nh e at t n h,i cs xue ehv i tTt u c .a pm t rn u e ot a t ge u pnb o nl d i l seu i ho h t t h trs e a v ho e t r e esh t l i o t a nv d oen t r tpa. n t sn ts aa t ee h r nm oti pss n suo me bi r ic so v en i rh tp I te u

CHECK YOUR PROGRESS

s t a e r h T d n a s e i t i n u t r o p p O g n i n i m r e t e D ) (

g n i n r a e l s u o u n i t n o C ) (

h t w o r g r o f s n o i t c e r i d g n i v i G ) (

. e v o b a e h t f o l l A ) (

1. The interaction between Business and its Environment, helps the business in: a b c d

Business functions as a part of broader environment

o. t r se r p i s a o f f r a p sd t i n ea ge nv i dav l mr u o u hys o sat tmt i ts ,i l e t u r fae h s t s t n e i cor cse u t t s e e b b r i o e t h s t e n r i i s e m d e h s t s e t n p i o s u d b a d a n f a I u

, s e v i r h t s. s e n i s u b e h t h c i h w o t t n ” e . t x e e h t Ti

identify, appraise, and respond u

Barry M. Richman and Melvyn Copen Environment factors or constraint are largely if not totally, external and beyond the control of individual industrial enterprises and their managements. These are essentially the ‘givers’ within which firms and their managements must operate in a specific country and they vary, often greatly, from country to country depends on the manner interacts with its environment recognize all the various elements of the environment u

T N E M N O R I V N E S S E N I S U B

2.10

T N E M N O R I V N E S S E N I S U B

s t a e r h T & s e i t i n u t r o p p O f o n o i t a n i m r e t e D ) ( n o i t i t e p m o C g n i t e e M ) ( g n i d l i u B e g a m I ) (

. s d e e n l a i c n a n i f f o n o i t a c i f i t n e d I ) (

s e c r u o s e R f o e g n a h c x E ) ( r e w o p e c n e u l f n i f o e g n a h c x E ) (

. e v o b a e h t f o l l A ) (

3. Which one of the following is the major areas as regards interaction of organisation and its environment? n o i t a m r o f n I f o e g n a h c x E ) (

l a i r e t a M d n a e n i h c a M , d o h t e M , y e n o M , n e M ) (

l a i r e t a M d n a e n i h c a M , y e n o M , n o i t a v i t o M , t n e m e g a n a M ) ( l a i r e t a M d n a e n i h c a M , d o h t e M , y e n o M , e l a r o M ) (

. l a i r e t a M d n a e n i h c a M , t n e m e g a n a M , d o h t e M , y t i l i b o M ) (

e s n o p s e r e v i t c e l l o C d n a e s n o p s e R e v i s n e h e r p m o C , e s n o p s e R c i t a m o t u A ) (

e s n o p s e R e v i t c e l l o C d n a e s n o p s e R e v i t i t e p m o C , e s n o p s e R e v i t a r t s i n i m d A ) (

e s n o p s e R e v i t c e l l o C d n a e s n o p s e R e v i t i t e p m o C , e s n o p s e R c i t a m o t u A ) (

e s n o p s e r e v i t c e l l o C ) (

e s n o p s e R e v i t i t e p m o C ) (

e s n o p s e r l a t n e m n o r i v n e o r c i M ) (

6. ABC company is aiming towards Joint venture and partnership with other firms to manage uncertainly. This is an example of following type of Organizational response to the environment?

e s n o p s e r e v i t a r t s i n i m d A ) (

[Nov. 2020]

. m u u c a V d e t a l o s i n a n i n o i t c n u f t o n s e o d s s e n i s u B ) (

. t n e m n o r i v n e t n a v e l e r f o t i b m a g e l o h w a n i h t i w n o i t c n u f s s e n i s u B ) (

. t i h g u o r h t s y a w r i e h t e t a i t o g e n o t e v a h s e s s e n i s u B ) (

. y l l a c i d o i r e p t n e m n o r i v n e e h t r o t i n o m t s u m s s e n i s u B ) (

e v i t c e l l o C d n a e s n o p s e R e v i s n e h e r p m o C , e s n o p s e R e v i t a re t s s i n n o i p ms de AR ) (

2.11 2. Which one of the following is not an advantage of Business Environment to the business? a

4. In relation to resources, “5M” represents:

5. What are the three classes of organization’s internal responses that business can opt?

[July 2021]

7. Which one of the following statement is incorrect?

tfae a o h st h i g t t tc snI i r e .f n l oo o f t i oa c t t ac n f nca tuic g n fe h a t c vta n i r ee h t l i s e w c r i as f , ef t hes in t dse i gns m nal y e i l a e y e f v n i i l t a t a n c l n ee a r f t df e i n t feei n o e hmd st n s n o e a nr co il v ot a rc nn pa r E e aps ,t . xe smd i c iren ea toh c ewt m r rlr l i e a o d f nh y t r i f o e i rn t p oI n s e t. ’ c sdn esii o e r ot i nt a d i si z ass u n e ebc a veo g ah rr ht po sg r n oi t k c a. am t f n -e en ho m t in s yi o c t r i ei n v d ue n t e r oh’ s ptm o pt on r i i f rd oe e h ttt a a l h es t r ni ha t rw fts r e o i e : g lt e e e r a vl t a eea s l r r i t s eas y hsn l t ng a n i gol i a nt a i a l s s a u s p t l e l n a e s v e s eh a m s d n sei s s n l o i e y a . a r l h i t t g g n v Ta n n n n n e.a e i g i t e t r n m sne s o i n i e a s h t s i n s i c s y T e s n n e e s l r p . a o a r s s e c m o a nps t : s s f ate h c ego e . . . . hir h 1 2 3 4 Tmp T : r e n n a m g n i w o l l o f e h t n i s t s i g e t a r t s e h t s p l e h s i s y l a n a l a t n e m n o r i v n E

s e i t i n u t r o p p o f o n o i t a p i c i t n a n I c

. s e i t i n u t r o p p o e s e h t o t s e s n o p s e r l a m i t p o g n i k a t r o g n i n n a l p n I

g n i p o l e v e . de ng i a rt on a sv t a d ea r h’ s t tm n r i ef ve eh r pt o ot t t ma e er t s h y t s ga n nr i n u rt a n wa yc l r h a c ei nh aw s ge ni i g p e ot l a e r vt es de nt h I

: s w o l l o f s a e r a s i s y l a n a l a t n e m n o r i v n E f o s l a o g c i s a b e e r h t e h T

g n i k a t s e g n a h c l a i t n e t o p d n a t n e r r u c f o g n i d . nt an t e s r m e n do nr i uv nn ae e eh dt i v n oi re pc a ol Tp ) (

. g n i k a m n o i s i c e d c i g e t a r t s r o f s t u p n i e d i v o r p o T ) (

s n o i t a z i n a g r o n i g n i k n i h t c i g e t a r t s r e t s o f d n a e t a t i l i c a f o T ) (

e r u t c u r t s a r f n i l a c i s y h P r e h t O ) (

e v o b a e e r h ) u t t i f ( n o r l u l F A ) ) ) ( ( ( , ) ( , ) ( , ) ( , ) ( , ) ( , ) (

8. Which of the following is/are included in man-made structures within an environment? s d a o R d n a s g n i d l i u B ) (

T N E M N O R I V N E S S E N I S U B

2.12

[Ans.: 1 d 2 d 3 d 4 a 5 c 6 b 7 d and 8 d ]

2.7 ENVIRONMENTAL ANALYSIS Environmental Analysis2

Steps

Utility of Environment Analysis:

Goals of Environment Analysis:

m o c . k l a t n a m s s e n i s u b . w w w . 2

T N E M N O R I V N E S S E N I S U B

st sn e i cil nnu f eoe r rs r uau cey cbl ote dam nhe atr stt dnx nee eme r r na t f os o rt i l gv u nn s i e k e clr aa e r nh t grT e t nx . i e o r geu ndt onu eaf. les ha t he snt i i rng e e i t t n da i r nt sas ’ n yd l ot n i t n a a es zr l i ra n auo gcg , r g s os n i nep aca c uh ns s i si c e g i t e i t n a ur t t r s og pn pi ok a yt f i f to n ee ds i o p or etu h p t s e a h t d r e o n f i f s e s d e n e i b s u n b a r c i e g h n t i n g n n a t i c c s e l f f a a t n s e t . m as e n n r o o h i r t s i i v dc n n e E ad

le gl h na i t fe d rod a tc i gc ea e r pd mo it s er he t g ga nn i a t s m a ce eh r t os f p dl ne ah t tI i . gs e ng i s n . y an l o hi a nca t lz aa e,t i t hn n na t eg semr m i no no to i e rh ri ,i s dvvt rnnf oeeo h et w’ sl b a y rn ap e e hatr c p i t d o u me t or u nc pf I n a c s l a t n e m n o r i v n e n i d e r e d i s n o c e b o t d e e n s r o t c a f e h t e r a g n i w o l l o f : g en hi Tn

.w t l o u ch fin f i i d e g en r oa h mc sa i r eo u, st s f i i h gs ne i g u r l e a mv ea h nt ai gw nt i r y a f t i s t d n se ee w due eI si s h.i v t s gi e r ne i a u g s r s e i mn Ea

nizations monitor their relevant environment

Importance:

to identify opportunities and threats

n i

Issues

Expectations

s e u s s i r o f n r e c en ho t c er r i a e h st nf oo i t t a h t c g i el pe xh Et

demands made by interested groups

grgy nonl l i a o r s l u a a a s l eu i mr; icn n s i o , i fn t . o a a o e givr t r nc e a i es p r r ba ui l odou rnfc g eoi vyr t eg i ca r a anp e snua diq n nee i evr o e f r Tmfg o n .oh a e t h cd t c g an l f p eno e etrn t t ka s r ahne t t t it e t sg a hs tn np t n eia ee s r vvas e a e t sedrs c dhe e eg nctd i a g eh l r ru e Twr os

current concerns that arise in response to events Trends

Issues and trends 2

general tendencies or the courses of action Events

happening in the internal or external 1

. d e k c a r t d n a d e v r e s b o e b n a c h c i h w t n e m n o nr i i v a n t e r l e a cn o ei r t aa s i en s a e g hr To

rg on t i i t n c of e mf sa n o i t a z i n a g r o h c i h w y b s s e c o r p e h t st i n ge nm i n n no r ai cv s ln. e a s ts t n n e ean vs i me nl u oeb r rr i r i i v e e nh h Et t

process of gathering information u

success of the organisation

depends upon these factors

process by which orga-

Environmental scanning3

s s. e s.b g i t n s n i sa i s d l n elnu o gpno n a s c a ch s t h s e s n nls e ci lsar t m a o n tunt c o nbea r efmf i o n m v n nnog n e oori i ri l i tvc a n n vane e t n o e n u h i e t l gf a fmu n zeo eoi i h l n re ep aTg hs mt g.d e r i h e e osl r gt dd nown f t ac o eo ta nals a f nwt hlKo os t i a a . nc t dn ke a er l sr s u e i s t mho. f un s ci rt e d n s d oi i i nt d n fa i at na et n b t h el t one ea e bn nneh m yr iap t e l c dt u y ob sl ax fs ee p e e l r vd l e ne h h e a i t d s n so uen a b yb r a hf hc e to v ATs I u

2.13

2.8 ENVIRONMENTAL SCANNING

u d e . m a h d r o f . w w w . 3

, r e h t r u Ft . .n l a ne rm e n t o x r ei dv nn ae o lr a nc ra e M t n r I o eo r r a sc ni oM i o t t a ze i t n a l ae gr r oy sa s m e ns i t s n ue bn fo o p sm t o n ec na l on pr me t ox ce ee hh Tt ,d t n n ea mt n pe i u m qe eg /a s e n na i m h c, as r me ,b e r m ue t l m u c , ,s e e t s a . s s mee icc l o i c t erc a hpr t k rp ot wn e dm ne ag ka rn oa twm I ,s sn o n n t oa o m s i i s s r u i i e c c h f e e e s dt d r ei r t hf e o nst h r r eo t eu o : c mt s o n de i nce v d n oau a u al rfl h i f d v c yn e n nni g b i e eao e t t t I h a ls y t t . r a t s t i y nnl r s l rei o l b v s ee a t s ai c t e n a ec e , n i f s h i p l s erts a u hese n br tba, h n m e et ,e o ti cn s a t d n i rmha es t z o u i a , l n we f d r a n e u . ge i rt r m el n c or r hu ae eu tc c t o h o te t e s u fe r nh ba o r It The factors which are under the control of the organization u

see t bt h n enf mao ecs l r n e oo i sts c ue i c of e i fd r a a vnd n faa c o t s e dai h et t i s v o,t i p c m a ao , s e sc i c s i ti o n h eh c c mi e nh h ow t r ,. , i h v n t i n o wt i e a l dz a ei n t n c r a e eg t f r f n o a I u

encompasses

component of the business environment present inside the organization u

Internal Environment4 1

esg r n m a i r n i tf e n t enh ag mi i d t nn oI e r h iet v nme e t o a si e, c he e t l r p em p s o p naa x ge o t ar n i d o d o i et l dFi u n.a l l a fo e yp e s l y ha l t t a n e n s e a u m y an l co l er a c bv i i t yn a l e m bt as e r t n e s i da y i s g s h na c os i cn h o w dt i e a s rl e u m f fg r u i e F sr u

s es he t n ri e s du i b s nt s oi cn n ao c e s i r p r e t n e n a , g n i n n a c s l a t n e m n o r i v n e f o p l e . s h n e o h t i t a h r t e i p W o u

T N E M N O R I V N E S S E N I S U B

2.14

impact of different events, trends, issues and expectations

more effective than those which do not

2.9 COMPONENTS OF BUSINESS ENVIRONMENT

organization

within an

) (

,t es n s ke or ho m t we leg l a ma n faa r o . m f n y , sr o s t i e s t os i a t s sz nae i l ou cn oa cg g err mrpo f k eo re t o t s h r y wt a s , f pe eaa to s u e l mm r a a ir Vt l o c a , :h en r t d un st t a l n eus nce s c oa i ph t c mc a our p cs

) (

neey ohcn t i n a s e p i ss t v m sei n ’ o x i y ec nfs e aet h pdi t rf mno ofo oi m cs esni. hioas s e Tma d t a :,e n r n e m oeie t i s l hu t i t o s h odet h p n t h as c es e a r i e usl e p r tn ui m o fs i t s s sue b y t va i si t ’ w sy c e e nj e ba bh i r po t c mdd s e onn dcaa

) (

, esele hehar i n t tt u o i t i v h fi c t cc ot u a c nt r eaeus r r f h c uc , o i t e ti t a r c h r su u c t rwac u t nou s a i sre r eyntu s hao xb Twi i t , r e :eat r z a h i u t n m t c sa e geu r no r bt i s nl m reaa h c e n t t o t e I i n. s di i l v ndai oeod i g t , t c e a er et zr u i a i t n c admu . i get c rt r lt ru oa se a Value System

b Vision, Mission and Objectives

c Organizational Structure

m o c . s n o g r a j s s e n i s u b . w w w . 4

T N E M N O R I V N E S S E N I S U B

) (

s s e n i s u b A

, t y c r e a f f s a s e y c l e n n o f t i o , n e n toi n f se el d mae t nu r ob d rs i n v nna o t et i i . s s ec i e v hne i t u g e rfrt loa oa tr sn t r rns oe o t i d t t c n n a ai a z f i s ’ l s n as e a nsg v i rer t n e c i t soe x j eueb h b eeto hh nt s Tt oi t n e m n o r i v n E o r c i M

t n e m n o r i v n E o r c a M n

: t n e m n o r i v n e l a n r e t x e f o

e r a e r e h T

two major types

n w o n k e r a outside the business u

. s e c n e u l nf en pi pr ao hs tr a o hc t t a sf r oa l t c n ar f e t ex s e e hs Ta

complex business environment u

. at ni i y sb e t d a e r t e c pe f of sa s y e l nu i s d us bi ed hn Ta

t n e r r u c s a l l e w s a ,

s e s s . l e a s i s t n a e st i o s y p l a e r nu at Tu Of d Wn Sa

nr eo vs , i r e dv i t a a t i a t dn i ,i d , en s a o i bt a t z c i an f a , c g i r t o s i l n a ea r f ao s e s s e n k a e w d n a s h. sty g i r n s t i e s s r u y t l d s a n nei ahs t Tti Otn a i Wkh t Soi ow Al

-. s e t r x pe t gn no i c d i e o f vl i al a ye br en t o a r g un i cs cu ac so i f s y d l a a e nt as n ei hd t n pa es ea ke r oa t y sa dr eg er no s nf oe i i t l a e zb i n d ae gv r i e oc en ho Tc

designed to facilitate

internal and external factors

at o sd i sn i a s y n l a o i nt as i )o s p t a e ev r i hi t t t de np am o ,c s e i s t ’ i y n n ua t r op pm po oc ,a s e e s t s a . e g u nl n i ka n avn eea w l o ,tp s c di he t g se g t nua ekr r t r t s s o ( p o Twl e Ome v Wae rd Sf

:egr ,tse s s w hne h oe i t t ho n mc f t n i n c r o a k u stF euo r l t hss a e e d t .i en c c s y s he s st nn a a i ah p n e c pe i ese l emt b cad. . l n i r ,yo o g oe un li nrch ooh t t a i st n et ga t z e i ahl a y i et r zhn tp rf ho i t nnna aaog opom r i g t myi t mr o s t s i . i e uoa r e z l n n i i i e t h Hen o a b i f t i l e a i a t y hg f :t r a apbz o l a r a s i p fo s e cpn o t e ca a eag r c tnc h v r a u e l r i u ott s a f o i n o s s c t o o s e e a i e i g r ee h po t r l t er a lf a l un zmo b ci l ono a n i ai s achw uam f y g l e co hr a ru ht eh Po voh t f Physical Resources and Technological Capabilities

eendl a s honn i i ar t wta e roz sx t e i e htn ee t say o e r goh rerlt ofope e mg eree a r h n et ur ha t l ufc u toim h cl d rwn euu c t a o a ne lii r t oav a pnayc rohai oiewn Ctb u a :zdem i h n n m t aas o gsn c rf it oi ea ltn nere abem c . ,ses g a ds a r e eu i n ta l a l a l f a a f hma cvt e Human Resources

) (

d Corporate Culture

) (

does not operate in a vacuum u

External Environment 2

2.15

create pressure

It has been discussed separately under Para 2.11 of the chapter.

2.10 SWOT ANALYSIS5

a i d e p o t s e v n I . 5

Business & Commercial Knowledge AUTHOR PUBLISHER DATE OF PUBLICATION EDITION ISBN NO PAGE NO. BINDING TYPE

: : : : : : :

C.B GUPTA ,RITU GUPTA TAXMANN MARCH 2022 2ND EDITION 9789393880574 248 PAPERBACK

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Description This book is prepared exclusively for the Foundation Level of Chartered Accountancy Examination requirement. It covers the entire revised, new syllabus as per ICAI. The Present Publication is the 2nd Edition for CA-Foundation | New Syllabus | May/Nov. 2022 Exams, authored by Dr C.B. Gupta & Dr Ritu Gupta, with the following noteworthy features: u

u u

[Simple & Lucid Language] has been used throughout the book to present the subject matter [Topic-wise Coverage] and presentation of concepts [Most Amended & Updated] Questions of Business and Commercial Knowledge have been updated as per the current scenario n

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