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 3,36,000J of heat is withdrawn.

Specific heat capacity ‘A’ 3.8J/g/K. Specific heat capacity ‘B’ 0.4J/g/K ‘B’ is a good conductor of heat. 

Since specific heat capacity is the energy required to raise the temp. of 1g of a substance 1°C. So less heat energy passes through the substance.

Density of blood of p :

P_g = pgh

h = P_g/pg

Heat released by 5kg of steam at 100°C to convert into water at 100°C. = mL = 5 × 2268KJ = 11440kj.

(i) As the two vessels have liquid to same height and the vessels have same base area, the force exerted = pressure × base area will be same as pressure = h p g. 

(ii) Since the volume of water in vessel 1 is greater than in vessel (2) the weight of water = volume × density × h, so weight of first vessel will be greater than the water in second vessel.

The specific heat capacity of sand is about five times less than water. Thus,when sun shines equally on sandy soil and wet soil, the sandy soil gets heated up rapidly as compared to wet soil. It is because water absorbs large amount of heat energy, but its temperature does not rise sufficiently.

(a) Both the scales will read 10kg.

Explanation:

 At any point between the load and the ceiling the tension force will be equal to the load as per the third law of motion. 

She was a fly, but the others were dragonflies, butterflies, beautiful insects, dancing, fluttering, skimming.

One of the guests at Mrs. Dalloway’s party was Charles Burt. Mabel was impressed by him and longing for some praise from him. However, he was a malicious person, with no heart, no fundamental kindness and only a superficial appearance of friendliness. He liked to poke fun at people and see their reactions. He probably also liked to gossip about people and discuss them behind their backs, but his opinion made a great difference to Mabel.

1. “But it’s too early to go,” said Mrs. Dalloway, who was always so charming.

2. “I have enjoyed myself,” she said to Mr. Dalloway, whom she met on the stairs. 

3. She thanked Mrs. Barnet for helping her.

Mabel felt that all the thrill she had felt in her dress had vanished when she entered Mrs. Dalloway’s drawing room, and her eyes were opened to the reality of the dress. She felt depressed and weak that at her age, and with two children, she cared so much about the opinions of other people and did not have any principles or convictions of her own. She was upset that she could not take things lightly, as others did. She found plenty of faults in herself.

Mrs. Barnet touched the brushes and drew Mabel’s attention, rather markedly, to the appliances kept on the dressing table for improving one’s looks. She indirectly indicated to Mabel that something about Mabel’s looks was not quite right. Mabel immediately lost whatever confidence she had. This shows us that Mabel’s inferiority complex was so deep and strong that even a housekeeper’s hint rattled her and made her lose confidence.

Mabel planned that she would go to the London Library the next day. She would find some wonderful, helpful, astonishing book, by a clergyman or by an American no one had ever heard of or she would walk down the Strand and drop into a hall where a miner was telling about the life in the pit, and suddenly she would become a new person. She would be transformed. She would wear a uniform; somebody would call her Sister : she would never give a thought to clothes again. And after that she would be perfectly clear about Charles Burt and Miss Milan forever.

Lencho had complete faith in God as he is instructed that-‘God knows everything and helps us in our problems.’ All through the night of the hail-storm, he thought only of one hope the help from God. He was instructed that eyes of God see everything, even what is deep in one’s conscience. He had faith that God lets no one die of hunger. With this deep faith in God, he wrote a letter to God that if He didn’t help him, his family and he would go hungry that year. He wrote ‘To God’ on the envelope, put the letter inside and went to town to post it.

When he received the money he had asked for, it was less than his demand. He firmly believed God could not have made the mistake, nor could He have denied what Lencho had asked for. And once more he wrote to God, “Send me the rest (money) since I need it very much.” What an immense faith in God!

I – 10m, v = 5.0ms^-1 , B = 0.30 × 10^-4 Wbm² 

1. Instantaneous value of e.m.f. induced

e = B lv

= 0.30 × 10^-4 × 10 × 5.0

or e = 1.5 × 10^-3 V. 

2. The direction of e.m.f. is from east to west.

3. Since the current is owing from east to west so the eastern end is at higher potential.

By having more number of turns, the intensity of magnetic field increases.

Magnetic susceptibility:

Iron has positive susceptibility while copper has negative susceptibility. 

Negative susceptibility of a substance signifies that the substance will be repelled by a strong magnet or opposite feeble magnetism induced in the substance. Such a substance is called diamagnetic.

The magnetic material having negative susceptibility is diamagnetic in nature. Two properties:

(i) This material has + ve but low relative permeability.

(ii) They have the tendency to move from stronger to weaker part of the external magnetic field.

The material having positive and small susceptibility is paramagnetic material. Properties

(i) They have tendency to move from a region of weak magnetic field to strong magnetic field, i.e., they get weakly attracted to a magnet.

(ii) When a paramagnetic material is placed in an external field the field lines get concentrated inside the material, and the field inside is enhanced.

Iron has positive susceptibility while copper has negative susceptibility.

Negative susceptibility of a substance signifies that the substance will be repelled by a strong magnet or opposite feeble magnetism induced in the substance. Such a substance is called diamagnetic.

(i) Importance and production of radial magnetic field : In a radial magnetic field, magnetic torque remains maximum everywhere.

It is produced due to cylindrical pole pieces and soft iron core.

(ii) Voltmeter : A high resistance in series is required when moving coil galvanometer is used as voltmeter to make sure that a low current should travel through voltmeter without changing the potential difference that needs to be measured. 

Ammeter : A shut is used when a moving coil galvanometer is used as ammeter as to make sure about not much change in total resistance of the circuit with actual current value of flowing current.

A moving electron produces electric and magnetic fields both. A stationary electron produces electric field only.

\(\omega=\frac{qB}{m}\) independent of angle of entrance with the magnetic field.

Ratio \(\omega_1:\omega_2=1:1\) 

(a) 840

We can choose 2 men out of 8 men in ⁸C₂ ways. Since no husband and wife are to play in the same game, two women out of the remaining 6 women can be chosen in ⁶C₂ ways. If M₁, M₂, W₁, W₂ are respectively the two men and two women chosen for the teams then the teams can be formed as (M₁, W₁) (M₂, W₂) or (M₁, W₂) (M₂, W₁), i.e., in 2 ways. 

Hence, total number of ways of arranging the game = ⁸C₂ × ⁶C₂ × 2 

= \(\frac{8\times7}{2}\times\frac{6\times5}{2}\) = 840.

1. Division of work,
2. Authority and responsibility,
3. Discipline and
4. Unity of command.

(a) Social Objectives of Management

(b) Social objectives:

Social objectives are defined as the fulfilment of responsibility of an organisation towards society.

They are :

(a) Providing quality goods to consumers at reasonable price.

(b) Using environmental friendly methods of production.

(c) Giving employment opportunities to the society. 

(d) Providing basic amenities like hospitals, schools, etc., to the employees and general public. 

(e) Payment of taxes to the government.

• Henri Fayol was a French engineer and an industrialist. He contributed much in the management thoughts and principles.
• In 1961, he gave 14 principles of management. He presented these principles in his book ‘Industrial and General Management’.
• For better management, ease and clarification of these 14 principles he divided activities of industrial units in 6 parts.

The six parts are:

Ritu is functioning as the middle level management in the organisation. She works as a link between the top-level management and workers. The following will be her basic functions:

1. Understanding the policies set by the top management.

2. Communicating with the top and low level of management.

3. Motivate employees to achieve productivity

4. Coordinate with cross functional heads to maintain transparency

5. Assigning tasks to various departments under control

Two important characteristics of management are pervasive and continuous process. It is pervasive as impact of management spans over all aspects of business, irrespective of organisation while it is continuous process as it performs the various functions like planning, organising, directing, staffing and controlling simultaneously.

a. Coordination is an all pervasive function: Coordination is required at all levels of management due to the interdependent nature of activities of various departments. It integrates the efforts of different departments and different levels. 

b. Coordination ensures unity of action: The purpose of co-ordination is to bind and secure unity in different departments to achieve the goals of the organisation. 

c. Coordination is a continuous process: Coordination is not a one-time function but a continuous on-going process. It begins at the planning stage and continues till controlling in order to maintain efficiency within the organisation. 

d. Coordination integrates group efforts: Co-ordination unifies unrelated or diverse interests into purposeful work activity. It gives a common focus to group effort to ensure that performance is as it was planned and scheduled.

e. Coordination is the responsibility of all managers: Coordination is the function of every manager in the organisation.

• Top level management need to coordinate with their subordinates to ensure that the overall policies for the organisation are duly carried out. 
• Middle level management coordinates with both the top level and lower level management. 
• Lower level management coordinates the activities of its workers to ensure that work proceeds according to plans.

f. Coordination is a deliberate function: A manager has to coordinate the efforts of different people in a conscious and deliberate manner to achieve the common goals.

Characteristics of Co-ordination:

(a) Integrates group efforts

(b) Ensures unity of action

(c) Continuous process

(d) Pervasive function

(e) Responsibility of all managers

(f) Deliberate function

Detailed Answer

Characteristics of Co-ordination:

(a) Co-ordination integrates group efforts: Coordination unifies unrelated or diverse interests into purposeful work activity. It gives a common focus to the group efforts to ensure that performance is same as it was planned and scheduled.

(b) Co-ordination ensures unity of action: The purpose of co-ordination is to secure unity of action in the realization of a common purpose. It acts as the binding force between different departments and ensures that all action is aimed at achieving the goals of the organisation.

(c) Co-ordination is a continuous process: Coordination is not a one-time function but a continuous process. It begins at the planning stage and continues till controlling.

(d) Co-ordination is an all pervasive function: Co-ordination is required at all levels of management due to the interdependent nature of activities of various departments. It integrates the efforts of different departments and different levels.

(e) Co-ordination is the responsibility of all managers: Co-ordination is the function of every manager in the organisation. Top level managers need to co-ordinate with their subordinates to ensure that the overall policies of the organisation are duly carried out. Middle level management co-ordinates with both the top level and the first line managers. Operational level management coordinates the activities of its workers to ensure that work proceeds according to the plans.

(f) Co-ordination is a deliberate function: A manager has to co-ordinate the efforts of different people in a conscious and deliberate manner. Even where members of a department willingly co-operate and work, co-ordination gives a direction to that willing spirit. Co-operation in the absence of co-ordination may lead to a wasted effort and co-ordination without co-operation may lead to dissatisfaction among employees.

Correct option is (A) Result of experience

Floor area of water tank

= length x breadth = 10 x 8 = 80 m²

Area of four walls of the water tank

= 2(l + b) x h

= 2 x (10 + 8) x 2

= 2 x 18 x 2

= 72 sq. m

Total area = (72 + 80) m²

= 152 m²

∵ Cost of repairing 1 m² is Rs 15.

∴Cost of repairing 152 m² = Rs 15 x 152

= Rs 2,280

Here l = 15.35 m, b = 4.65 m and h = 6.50 m

∴ Area of four walls

= 2 x (l + b) x h

= 2 x (15.35 + 4.65) x 6.50

= 2 x 20 x 6.50

= 260 m²

Area of four doors

= 4 x 1.5 x 1.3

= 7.8 m²

Area of 3 windows

= 3 x 1.5 x 1.2

= 5.4 m²

The area of the four walls excluding door and windows

= 260 – (7.8 + 5.4)

= 260 – 13.2

= 246.8 m²

∵ Cost to paint 1 m² is Rs 3.40

∴ Cost to paint 246.8 m²

= 246.8 x 3.40

= Rs 839.12

For finding area, we will divide the given figure, into three blocks naming A, B and C.

Area of block A 

= 12 m x 2 m = 24 m²

Area of block B 

= 5 m x 2 m = 10 m²

Area of block C 

= 12 m x 2 m = 24 m²

∴ Total area of the given figure 

= 24 m² + 10 m² + 24 m² = 58 m² 

and perimeter of the whole figure

= 2m + 12m + 2m + 5m + 5m + 5m + 2m + 12m + 2m + 5m + 5m + 5m

= 62 m

Functions of Management 

1. Planning: Planning is the function of determining in advance what is to be done and who is to do it.

2. Organising : It is the management function of assigning duties, grouping tasks, establishing authority responsibility relationship and allocating resources required to carry out a specific plan.

3. Staffing: Staffing means finding the right people with the right qualifications to accomplish the goals of the organisation. It involves activities such as recruitment, selection, placement and training of personnel.

4. Directing: Directing involves leading, supervising, communicating and motivating the employees to perform the tasks assigned to them.

5. Controlling: It means monitoring organizational performance towards the attainment of organisational goals.

“A successful enterprise has to achieve its goals effectively and efficiently”. That is, management has to see that tasks are completed and goals are achieved with minimum resources.

Management has to get things done with the aim of achieving goals effectively and efficiently. Being effective or doing work effectively basically means finishing the given task. It is concerned with the end result, it is achieved or not. Efficiency means doing the work correctly and with minimum cost. If by using less resources, more benefits are derived then efficiency has increased.

It is thus essential for any organisation to focus on efficiency as well as effectiveness. It is not only important to complete the work correctly but equally important to complete it with minimum cost. In the same manner, it is not only important to reduce cost but equally important to complete the work correctly.

Management:
Management is the process of reaching organizational goals by working with and through people and other organizational resources.

Following characteristics of management are to be kept in mind in order to understand the concept and nature of management: 

1. Universal process: Management is a universal process i.e. it is required everywhere and anywhere.

• Whenever people work in group to accomplish a desired objective it needs proper management.
• Although management is a commercial term its use is not limited to industries or companies. It is also used in various social and religious fields and activities like agriculture, army, education, etc.
• Each field and unit or department of that field makes use of management in its own ways.

2. Goal-oriented activity: Management is a tool to attain a goal and not a goal itself. Every business unit is formed to achieve certain business and profit objectives. Proper management is extremely important to achieve these objectives in a competent and economical way.

3. Group activity:

• Management is required when two or more people are working together to accomplish pre-determined objectives.
• In this sense, management is a group or say collective activity.

4. Continuous process:

• Management is a continuous process which keeps on going till the organization lasts.
• It is quite difficult or even impossible to stop management of things, processes and people as long as the organization exists.
• Although management aims at attaining certain pre-defined goals, it cannot be stopped on attainment of goals unlike other goal based activities.
• Once the previously set goals are attained, new objectives and targets are set by the business unit. This keeps the management process on and on. Thus, the cycle of defining objectives, achieving them and re-defining them goes on continuously.

5. Human process: Although management is a universal activity, it cannot be done without humans. The human element is the most significant and central element of management. ‘Without man’ there is no ‘management’. All other means of production are useless without man. Management is done by the human being and for the human being.

6. Decision process:

• Management has to continuously take decisions while managing business. Each and every work needs decision making.
• The organization cannot proceed without taking any decision. Moreover, after taking the decision, the organization has to put it into implementation. Thus, the process of decision is a function of management.

7. Science, Art and Profession: The way science works on its own set of rules and principles, so does management. Hence many experts consider management as a science. On the other hand, management focuses heavily on managing man i.e. people. Managing people is an art and so management is also considered as an art. Getting work done from man requires proficiency, intelligence, cleverness and insight. So, management is the art of getting the work done.

Today’s business management is also handled by people who are trained and are expert in the field. In other words they are thorough professionals. For example, professionals like lawyers, doctors, chartered accountants, etc. manage their works quite professionally. Similarly, people who have
acquired knowledge in fields of BBA and MBA are considered management professionals.

Meaning: In a broad sense marketing management is the activity of providing goods and services from producers to customers.

Functions of Marketing Management:

• Product or Product-mix
• Price
• Distribution and
• Promotion.

Answer is (A) 8 cm

Production management:

• The process which includes planning for production, deciding programmes, maintaining co-ordination, direction and keeping control is called production c management.
• The process of converting naturally available raw material into consumable finished goods with the help of human efforts is known as production:
• Production management takes care that the goods and services produced are capable of satisfying the needs of the customers.

Following functions are included in production management:

• To decide production plan
• To undertake production researdh
• To select product development as well as product-mix
• To select technology and machinery for production
• To take decisions regarding selection of location for production as well as its layout
• To estimate material and other needs for production
• To control production activity
• To control product quality
• To undertake activities for controlling expenditure maintaining and increasing productivity _
• To introduce variety of products and simplify production process

Marketing management:

1. In a broader sense we can say that marketing management is the activity of providing goods or services from producers to customers. Over and above exchange of goods with money it also includes market research, distributive method, sales promotion, storage, insurance, etc.
The main elements of marketing management are goods or services, forming physical distribution policy, price policy, increase in sale, packaging, etc.

2. Marketing management studies the needs of customers and passes the information to the production department. The production department then produces goods or services that are needed by the customers which are then finally made available to the customers.

3. Thus, marketing management helps in satisfying the needs of a particular customer or group of such customers. It focuses on optimum utilization of resources and increasing the profitability of the organization.

4. Marketing management also aims at creating demand for goods or services in the market.

Functions of marketing management:

1. Product or Product-mix: The marketing management gives inputs for taking decision regarding development of new product or upgrading existing product. The input could be for appearance, colour, size, shape, weight, print, packing, guarantee of work, after sales services, variety of product, etc.

2. Price:

• In modern times, a customer expects availability of better quality of goods at reasonable rate. Therefore utmost care should be taken while deciding the price of the product.
• The price decision includes sales policy, credit policy, policy regarding discount, wholesale or retail sale and also commission to mediators, etc.

3. Distribution:

• Distribution-mix include decisions regarding various ways of selling like direct selling, through the whole seller, retailers agents, as well as problems related to transportation, etc.
• Distribution-mix is related to the size and scope of a business unit.

4. Promotion:

• The main aim of promotion is to increase the sale.
• It includes advertisement, publicity, selling through salesmen, ways and means to attract customers and traders, etc.
• Though promotion mix is expensive, it leads to increase in sale, which results into higher profitability.

Co-ordination:

• To task of maintaining co-ordination and harmony among the different functions carried out by different departments in the business unit is called co-ordination.
• Although co-ordination is not a function of management but it is required at each and every stage of management.
• It is necessary right from the planning stage to controlling.

Characteristics of co-ordination:

1. Co-ordination is required for all the activities, right from planning to controlling. As a result, none of the management process is possible without co-ordination.
2. Co-ordination is required at every level of management.
3. Success of co-ordination depends upon effective communication.
4. Co-ordination is not possible without co-operation. Co-operation of employees engaged in different activities is necessary to maintain co-ordination among various activities of the organization.
5. Co-ordination makes possible optimum utilization of business resources.
6. Co-ordination is a part of every activity of management. Therefore co-ordination is considered soul of management.

Importance of co-ordination:

• Co-ordination makes management functions like planning, organizing, directing, controlling, etc. effective.
• Co-ordination makes possible smooth functioning of all the business activities.
• When there is proper co-ordination then neither any work remains incomplete nor any work gets duplicated.
• Co-ordination maintains harmony among various departments of management.
• Co-ordination enables to maintain a balance between order and time of business activities performed by various departments.
• Co-ordination enables accomplishment of pre-decided objectives.

The functional areas of management are:

• Marketing Management
• Human Resource Management
• Financial Management and
• Production Management.

Human Resource Management (HRM):

• The process which takes into consideration matters like proficiency, knowledge, intelligence, likes and dislikes, personal development, necessity, etc. of employees, integrates them with business objectives and channelizes the business towards the path of success and profitability is called Human Resource Management (HRM).
• Land, building, machinery, furniture and vehicles are all material assets of a business unit. The business takes care that these assets are fully utilized and do not get eroded unnecessarily.
• Similarly, employees working in the business unit are its live asset. Without them no business can ever work. Hence, it is necessary to take care of them. .
• Business objectives can be easily and successfully achieved if the needs of employees are taken care and conducive work environment is provided.
• Due to such care, enthusiasm, loyalty and feeling of oneness among employees develop. This increases their work efficiency.

Human resource management is the process, which takes into consideration matters like proficiency, knowledge, intelligence, likes and dislikes, personal development, necessity, etc. of employees integrates them with business objectives and channelizes the business towards the path of success and profitability.

Functions of Human Resource Management:

• It includes selection, training, promotion and direction to the employees.
• It enables to accomplish business objectives by way of integrating them with individual objectives.
• It manages human resource as valuable asset of the business.
• By providing training to the employees, their development should be planned.
• Placing employees at the right places by evaluating their performance.
• By efficient human resource management labour turnover ratio can be reduced and skillful employees can be retained for longer duration.
• Human resource management can provide conducive atmosphere to employees to boost their enthusiasm and efficiency.

Correct option is (D) Taj Group Limited

Correct option is (A) Repairing and maintenance

Correct option is (B) Fredrick Taylor

Management is such a process which plans and controls men, machine, material, method, money and market. li provides leadership, co-ordination and direction to human efforts which help to, achieve the business objectives.