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I come to know that the Giant was a changed person because now he said to the children, “It is your garden now. Come and play here daily.” 

To check the entry of the children in the garden, the Giant built a high wall all around the garden and put up a notice board : “Tresspassers will be prosecuted.”

The Giant said to the children, “It is your garden now. Come and play here daily.”

Then the Giant knocked down the wall and removed the notice. He took up the child, standing alone under a tree, in his arms and seated him on the tree. The tree at once blossomed and birds began to sing.

When the Giant came into the garden, all the children ran away with fear and the spring also went away.

The children came again into the garden when they saw the Giant with the little boy in his arms because they thought that the Giant was not wicked but kind.

The spring went away from the garden because the Giant was selfish and did not let the children play there.

The spring went away from the garden because the Giant was selfish and did not let the children play there.

The Giant was punished by making his garden a desolated place.

The children felt very sad. They had no place for playing. They remembered the happy days when they played in the beautiful garden and enjoyed it.

The garden was very beautiful. There were beautiful flowers which looked like stars. There were twelve peach trees which blossomed in spring and bore fruits in autumn. The birds sat on the trees and sang very melodiously.

The spring came again into the garden when one day the children entered there through a small hole in the wall.

His offence was that he was selfish. He made a wall around the garden and checked the entry of the children.

Throughout the year the garden now looked desolated. Snow and frost covered. it. The North wind roared all the day and blew the chimney pots down. Hail also came there and brought destruction. Thus, the beautiful garden changed into a heap of ruin.

Now the Giant’s reaction was positive. He had realised his mistake. So he did not stop the children from playing there this time.

One morning the Giant was lying awake in the bed. He heard some sweet music and smelt delicious perfume coming through the open casement. He thought spring had come. When he peeped out, he saw the children also playing there.

Potential at centre of sphere = 10 V. Potential at all points inside the hollow metal sphere (or any surface) is always equal to the potential at its surface.

This is because, at the point of intersection there will be two values of electric potential, which is not possible.

The work done in moving a charge from one point to another on an equipotential surface is zero. If electric field is not normal to the equipotential surface, it would have non-zero component along the surface. In that case work would be done in moving a charge on an equipotential surface.

(b) must be defined as -∫E.dI (from A→B)

(c) is zero.

Angle of friction: It is the angle which the resultant of the limiting friction and the normal reaction makes with the normal reaction. 

Angle of repose: It is the minimum angle that an inclined plane makes with the horizontal when a body placed on it just begin to slide down.

Mass of the disc M = 200 g

= 0.2 kg

Total downward force

F = Mg

= 0.2 × 9.8 =1.96 N

Mass of one pebble m = 2 g = 2 × 10^-3 kg 

Let v be the velocity with which the pebbles strike the disc. Momentum given by one pebble = mv The pebbles rebound downward and strike from below.

∴ net momentum given to the disc in the upward direction

= change in velocity of the pebble × m = (2v) m

Total momentum given in one second

=40 × m × 2v

= 80 mv

The disc remains horizontal if this is equal to the weight of the disc, Mg

∴ 80 mv = Mg

80 × 2 × 10^-3 × v = 1.96

v = 12.25 ms^-1.

1. The initial momantum of the hammer is,

m × v = 1 kg × 6 ms^-1

= 6 kg ms^-1

= 6 Ns

Impulse = F. t = Δ P

= 0 – mv

= – 6 Ns.

2. The force on the hammer

F = Impulse/time

= 6Ns/0.1s

= 60 N.

3. Retardation = a 

= F/m 

= 60N/1kg

= 60 ms^-2.

(a) Under the Inland Emigration Act of 1859, plantation workers were not permitted to leave the tea gardens without permission. In reality, they were rarely given such permission.

(b) For plantation workers in Assam, the notion of‘ Swaraj’ meant the right to move freely in and out of the confined space in which they were enclosed and also the right to retain a link with their native villages. When they heard of the Non-Cooperation Movement, they left plantations and headed for their own villages. But they were caught by the police and brutally beaten up.

Oscillatoria

Fungal disease: Red rot of sugarcane, brown rust of wheat.

Bacterial disease: Citrus canker, black rot of crucifers.

Viral disease: Turnip mosaic, tobacco mosaic.

Two synergids and an egg.

The following companies are exempted from the obligation of creating DRR – 

(i) A company which has issued debentures with a maturity of 18 months or less. 

(ii) Infrastructure companies, which are wholly engaged in the business of developing, maintaining and operating infrastructure facilities.

 Capital Nature.

 Interest on Calls in advance = 15 + 3 = Rs. 18

A Company can reissue forfeited shares at a discount not more than amount forfeited on these shares.

 It is restricted under section 78 of Indian Companies Act.

 Section 79 Companies Act- the shares must be of a class already issued. So a company cannot issue shares at a discount in its Initial Public Offer. 

Correct option is (b) Order

Correct option is (d) Esprit de corps

(a) Principle of Equity. The principle of equity implies that similar treatment is assured to employees in similar positions. According to this principle, managers should be fair and impartial while dealing with their subordinates and there should be no discrimination on the basis of sex, religion, language, caste, nationality etc. 

(b) (i) No discrimination. (ii) Providing equal opportunities to grow.

(i) Unity of Command.

(ii) (a) It helps in preventing overlapping of activities.

(b) It promotes Co-ordination.

(iii) (a) Conflict Resolution-by obeying unity of command.

(b) Harmony-by improving relationship between supervisors and employees.

Raw material arrangement and social arrangement.

The 10 principles of management given by Fayol are: 

a. Division of Work- It is possible to divide any work into small jobs. So division of work leads to specialization. It is the efficient way to use human effort.. If every job is assigned to the right person, the quantity and quality of production will improve.

b. Authority and Responsibility- If authority is granted to a person, they should also be made responsible. There should be a balance between these two. Excess authority may lead to misuse of power. Responsibility without authority may lead to slaverism and may not work effectively.

c. Discipline- It means obedience to the organizational rules and employment agreements. One should have good relationship with others. Following rules and regulations, performing assigned tasks honestly with interest, all come under discipline. For this purpose, it requires good superiors at all levels.

d. Unity of Command- There should be only one boss for every individual employee. If an employee gets orders from two or more supervisors at the same time, the principle of unity of command is violated. This principle helps to avoid confusion regarding tasks to be done.

e. Unity of direction- Each group should be lead by one leader only. It ensures unity of action and co-ordination. It helps to conduct all the activities smoothly and resources can be utilized to the maximum extent effectively. If this principle is violated, it leads to wastages and increase in cost.

f. Subordination of individual interest to general interest- The interest of the organization should take priority over the interest of any one individual employee. Every worker should show interest towards the achievement of organizational goals. Individual interest of workers should not disturb the organisation’s interest.

g. Remuneration of Employees- The remuneration should be just and equitable. This will ensure congenial atmosphere and good relations between workers and management. The remuneration should help the workers to lead a minimum standard of living and at the same time, it should be within the paying capacity of the organization.

h. Centralisation and decentralization- The concentration of decision making power in the hands of one or few is called centralization of authority or power. Dispersal of decision making power among many persons is called decentralization. In general decentralization is found in large organizations and centralization is found is small organizations.

Fayol does not favour both, but he suggests that there should be a proper adjustment between centralization and decentralization to achieve objectives of business.

i. Scalar principle- The formal lines of authority from highest to the lowest ranks are known as scalar chain. According to Fayol, “ Organizations should have a chain of authority and communication from top to bottom and should be followed by managers and subordinates”.

If there is an emergency this can be violated and ‘Gang plank’ can be used. Meaning of Gang plank- It is a shorter route in a scalar chain which allows employee at the same level to communicate with each other directly.

j. Order-According to Fayol, “People and Materials must be in suitable places at appropriate time for maximum efficiency”. This principle states that “There is a place for everything and everything must be in its place”. If there is a fixed place for everything and it is presen there, there is no hindrance in the activities. This will lead to increased productivity and efficiency.

(a) Management is an art 

(b) Management as science and Management as profession 

(c) Discipline/Punctuality

(a) Development of each and every person to his or her greatest efficiency and ability. Taylor emphasized that to attain efficiency, steps should be taken right from the process of selection of employees. Employees should be scientifically selected. Efficient employees produce more to earn more. 

(b) Science not rule of thumb 

(c) Growth; prosperity for workers and company

(a) Unity of command 

(b) (i) It helps in preventing overlapping of activities 

(ii) It promotes coordination 

(c) Values : (i) Conflict resolution (ii) Harmony

The 14 principles of management given by Fayol are: 

(a) Division of Work- It is possible to divide any work into small jobs. So division of work leads to specialization. It is the efficient way to use human effort.. If every job is assigned to the right person, the quantity and quality of production will improve.

(b) Authority and Responsibility- authority is granted to a person he should also be made responsible. There should be a balance between these two. Excess authority may lead to misuse of power. Responsibility without authority may leads to slaverism and may not work effectively.

(c) Discipline- It means obedience to the organizational ruled and employment agreements. One should have good relationship with others, following rules and regulations, performing of assigned tasks honestly with interest, all come under discipline. For this purpose, it requires good superiors at all levels.

(d) Unity of Command- There should be only one boss for every individual employee. If an employee gets orders from two or more supervisors at a time, the principle of unity of command is violated. This principle helps to avoid confusion regarding tasks to be done.

(e) Unity of direction- Each group should be lead by one leader only. It ensures unity of action and co-ordination. It helps to conduct all the activities smoothly and resources can be utilized to the maximum extent effectively. If this principle is violated it leads to wastages and increase in cost.

(t) Subordination to individual interest to general interest- The interest of the organization should take priority over the interest of any one individual employee. Every worker should show interest towards the achievement of organizational goals. Individual interest of workers should not disturb the organisation’s interest.

(g) Remuneration of Employees- The remuneration should be just and equitable. This will ensure congenial atmosphere and good relations between workers and management. The remuneration should help the workers to lead a minimum standard of living and at the same time, it should be within the paying capacity of the organization.

(h) Centralisation and decentralization- The concentration of decision making power in the hands of one or few is called centralization of authority or power. Dispersal of decision making power among many persons is called decentralization. In general decentralization is found in large organizations and centralization is found is small organizations.

Fayol does not favor both but he suggests that there should be a proper adjustment between centralization and decentralization to achieve objectives of business.

(i) Scalar principle- The formal lines of authority from highest to the lowest ranks are known as scalar chain. According to Fayol, “ organizations should have a chain of authority and communication from top to bottom and should be followed by managers and subordinates”.

If there is an emergency this can be violated and ‘gang plank’ can be used. Meaning of Gang plank- It is a shorter route in scalar chain which allows employee at the same level to communicate with each other directly.

(j) Order- According to Fayol, “People and Materials must be in suitable places at appropriate time for maximum efficiency”. This principle states that “There is a place for everything and everything must be in its place”. If there is a fixed place for everything and it is present there, there is no hindrance in the activities. This will lead to increased productivity and efficiency.

(k) Equity- Fayol emphasizes kindliness and justice in the behavior of managers towards workers. This will ensure loyalty and devotion. All should be treated equally without any discrimination against any one on account of sex, religion, region, language, caste etc.

(l) Stability of personal- “Employee turnover should be minimized to maintain orgainzational efficiency”. so employees should be selected and appointed through various procedures. He should be kept at their post for a minimum fixed period. They should be given reasonable time to show their results. Organisation should recognize and reward efficiency and give job security.

(m) Initiative- According to Fayol, workers should be encouraged to develop and carry out their plans for improvement. Initiative refers to the steps taken by the employees towards their self-motivation. Employees at all levels should be given freedom to some extent, so that they can come forward and use their skills to achieve expected goals.

(n) Espirit de corps (spirit of co-operation)- Management should take necessary steps to promote team spirit among the employees. There should be a mutual confidence and understanding. It helps to reduce the wastage of resources and leads to increase in production.

The mariners were ‘sad’ as ‘sad’ they could be. They spoke only to break the silence of the sea. Day after day they were stuck in the middle of the sea. There was neither ‘breath nor motion’. The ship stood in the middle like a painted ship. There was no movement of the waves either. The ocean itself looked ‘painted’. Hence, the scene presented a picture of complete stagnation, decay and immobility.

• Thoughts of classical theory,
• Thoughts of neo-classical theory,
• Thoughts of behavior related, and
• Thoughts of modern management.

(a) Fatigue study; Fatigue study seeks to determine the amount and frequency of rest intervals in completing a task. It helps the workers to regain stamina and work again with same capacity. 

(b) Method study 

(c) Respect towards employees/ humanism. Sympathy

Features of principles of management are: 

(a) Universal application-Management principles have universal application. They can be applied to all levels of management and all types of organizations whether business or non-business organizations irrespective of size and nature. 

(b) General guidelines-The principles are guidelines to action but do not provide ready made solutions to all managerial problems. These play advisory role in solving the problems. 

(c) Formed by practice and experimentation-The principles of management are formed by experience and collective opinions, wisdoms of managers and as well as experimentation. These are not developed overnight but are the result of deep experiences of management experts. 

(d) Flexible- The principles of management are not rigid. They are flexible and can be modified by the managers according to the situation.

(e) Mainly behavioral nature- Principles of management aim at influencing the human behavior. These help to understand the relationship between human and material resources in accomplishing organizational goals. 

(f) Cause and effect relationships-The Principles of management establish a relationship between cause and effect as they tell us as to what would be the result if a particular principle is applied in a given situation. 

(g) Contingent-The application of management principles is contingent. It depends upon the prevailing situations at a particular point of time. These can be changed as per the requirements.

According to Fredrick Taylor, planning is done by owners or managers and implementation by workers.

Features of principles of management: 

(a) Universal application-Management principles have universal application. They can be applied to all levels of management and all types of organizations whether business or non-business organizations irrespective of size and nature.

(b) General guidelines-The principles are guidelines to action but do not provide readymade solutions to all managerial problems. These play advisory role in solving the problems.

(c) Formed by practice and experimentation-The principles of management are formed by experience and collective opinions, wisdoms of managers and as well as experimentation. These are not developed overnight but are the result of deep experiences of management experts.

(d) Flexible- The principles of management are not rigid. They are flexible and can be modified by the managers according to the situation.

(e) Mainly behavioral nature- Principles of management aim at influencing the human behavior. These help to understand the relationship between human and material resources in accomplishing organizational goals.

Fredrick Taylor, Max Weber, Gilbreath, Henry Gantt and Henri Fayol.