Acknowledgment

We the students of Nirmila Memorial Foundation College of commerce and science. 2nd year in management studies have a great pleasure in presenting our efforts of developing a complete project in a very satisfactory manner our efforts has been a success due to the cooperation of the entire department with which the project of this magnitude, given restriction in time could not have been possible we ove a debt of gratitude to our project guide professor ms. Nidhi with out her help expert guidance and in valuable cooperation this project have not been possible we are greatly thankful to our honorable principal Dr. Madhu.Nair sir and the management for providing the facility to complete the project

GROUPMEMBERS
name alfan. kotadia mayank. arora TEJAS. KADAM roll.no 21 1 18

INDEX

Sr.no 1 2 3 4 5 6 7 8 9 10

topic INTRODUCTION PRODUCTION FUNCTION PRODUCTION SYSTEM TYPES OF PRODUCTION SYSTEMS FUNCTIONS OF PRODUCTION MANAGEMENT & PRODUCTION CYCLE STAGES OF PRODUCTION PRODUCT & PROCESS DESIGN PLANT LOCATION & LAYOUT CONCLUSION BIBLOGRAPHY

Pg.no 4 6 9 11 15 19 21 25 28 30

PRODUCTION MANAGEMENT What is Production Management? PRODUCTION: 3

The word production is described in various dictionaries as the act of producing, manufacturing, creation of an artistic work, a literacy production, and a presentation as of a play or other artistic performance. The word production implies to us for all practical purposes as Creation of a Utility or Services. MANAGEMENT: The word management is described in the various dictionaries as managing or handling, control, direction, administrative skill, act or art of managing, to conduct the working of. The word management implies to us for all practical purposes as Art of Managing. PRODUCTION MANAGEMENT In short production management is The Art of Managing the Production. It basically concerns itself with the conversion of inputs into outputs.

PRODUCTION MANAGEMENT Production management refers to the application of management principles to the production function in a factory. In other words, production management involves application of planning, organizing, directing and controlling to the production process. The application of management to the field of production has been the result of at least three developments. First is the development of factory system of production. Until the emergence of the concept of manufacturing, there was no such thing as management as we know it. It is true that people operated business of one type or another, but for the most part, these people were owners of business and did not regard themselves as

managers as well. The second essentially stems from the first, namely, the development of the large corporation with many owners and the necessity to hire people to operate the business. The third reason stems from the work of many of the pioneers of scientific management who were able to demonstrate the value, from a performance and profit point of view, of some of the techniques they were developing. OPERATION MANAGEMENT Operations management is often used along with production management in literature on the subject. It is therefore, useful to understand the nature of operation management. Operation management is understood as the process whereby resources or inputs are converted into more useful products. A second reading of the sentence reveals that, there is hardly any difference between the terms production management and operation management. But, there are at least two points of distinction between production management and operations management. First, the term production management is more used for a system where tangible goods are produced. Whereas, operations management is more frequently used where various input are transformed into intangible services. Viewed from this perspective, operations management will cover such service organization as banks, airlines, utilities, pollution control agencies, super bazaars, educational institutions, libraries, consultancy firms and police departments, in addition, of course, to manufacturing enterprises. The second distinction relates to the evolution of the subject. Operation management is the term that is used now days. Production management precedes operations management in the historical growth of the subject. The two distinctions not withstanding, the terms production management and operations management are used interchangeably. PRODUCTION FUNCTION In any production function 3 basic factors will be there Input Transformation Output

A series of sequential activities and operations, which are indispensable in transforming material from a given form to a desired form, indicates production. Is it necessary to study the subject of Production Management even if one is not interested in manufacturing business or activities? We now understand that the subject or word PRODUCTION is not restricted to only manufacturing activities as normally will be visualized. End products may be finished components or consumer products, completed paper work or documentations, serviced customers or serviced patients. In short it must be some kind of value added products so that outputs are worth more than just the sum of individual inputs. According to Peter Drucker Production is not the application of tools to materials but is the application of logic to work.

Obviously we all may be falling in any one of the categories and involved in the production function. Hence it is very vital and important to know all aspects of this management science with proper depth and detail and empower us with the skills of production management to emerge as a versatile and efficient manager. Production and operations management concerns itself with the conversion or transformation of inputs into outputs using physical resources so as to provide the desired utility/utilities of form, place, possession or state or combination thereof to the customer while meeting the objectives of effectiveness, adaptability or customer satisfaction & efficiency. Almost all business firms perform two basic functions Production and Marketing. PRODUCTION: Providing Products and Services MARKETING: Promotion, Sale & Distribution

Of course there may be and would be a number of situations in either marketing or personnel or other management functions, which can be classified, or sub classified under production/operations management. For example: 1. Physical distribution of items to the customer 2. Arrangement of collection of marketing information 3. Selection and recruitments process 4. The paper from and conversion of the accounting information in an accounts office 5. The paper flow and conversion of data into information usable by the judge in a court of law etc can all be put under the banner of production and operations management. Conversion here is subtle unlike in manufacturing where it is obvious. In cases 1 & 2 conversion is in terms of place and possession characteristics of the products. In case 3 conversions is in terms of receiving personnel services In cases 4 & 5 it is the conversion of state characteristics. This conversion are effected by physical resources (added with other resources such as information) Let us analyse three basic factors or elements associated with the subject of production management in more detail.

INPUT

CONVERSION

OUTPUT

Raw Materials (Solid, Liquid or Gas, semi finished or finished components, equipments etc.). Paper Work (Literature, legal, documentations, financial information or data sheets etc.) Customers (Requiring services such as transport, hotel, maintenance etc.)

Manufacturing

Physical (Such as Car, TV, Freeze, finished products or assembled components) Books, Legal agreements, Balance Sheets or Project reports

Processing or Compiling of Data

Delivery of Services (Repair & Maintenance services, transport services) Medical Services

(Serviced Customers) Services such as airlines, railways, hotels, banks

(Rehabilitated Patients) Medical services

Patients (Requiring medical services)

(Treating and rehabilitating patients) Outputs can be in form, state, possession, place, time, physical products, or availability of services or combination thereof.

3-M Men, Material & Machinery

Using physical resources, single or multi - dimensional processes

All production systems should be directed to achieve following output: EFFECTIVENESS + CUSTOMER SATISFATION + EFFICIENCY

PRODUCTION SYSTEM

POLICY PLAN PRODUCTION FUNCTIONS POLICY The overall specification of production system must commence at policy stage by determining companys aims in market terms within the corporate strategy. PLANNING To achieve this objectives tool employed is production planning. The future can not be for seen, It can only be gust mated and therefore for obtaining objectives effectively, economically and efficiently the best course of action among the available alternatives is chosen and all the pros and cons, strengths and weaknesses of available means are weighed and then the course of action is determined this is termed as planning phase. A good planning will ensure systematic procedure, improved methodology, control at appropriate and strategic location to achieve and attain desired efficiency. PRODUCTION FUNCTIONS Once company has formulated the policy and plans the next logical step is to go for production. Inter relationship of production management with other areas of management: MARKETING Identifying customer requirements Product Life Cycle Distribution Product Price 9

 FINANCE

Customer Feedback on Products The Operation Budget Break Even Point Analysis Working Capitol Provision of finance for improvements Provision of info. on general condition of firm Cost Data Special Reports Data Processing Services Methods Work Measurement Information Plant Layout & Material Handling Info Determination of Items to be Purchased Delivery Schedules Updating info. On new products, materials and process Inventory planning & Control Recruitment, hiring and firing of people Training Labour relations

ACCOUNTING

INDUSTRIAL ENGINEERING

PROCUREMENT (MATERIALS MANAGEMENT)

PERSONNEL

TYPES OF PRODUCTION SYSTEMS Production is an organizational function, which is responsible for the management process intended to convert a set of inputs into a predetermined set of outputs in the form of goods and services in accordance with the objective assigned to the management.

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The function of production management is putting together inputs of men, capital, information & energy and transforming them into products and services in the quantity, quality, time and location that will best meet the organizational objectives. It is as simple as to convert resources inputs into end outputs. Complexity of production function is best studied by developing a conceptual framework, which more precisely and effectively ties together all the functional efforts, contributions, and knowledge with a common goal. This is called System Concept If a system is considered as complex a change in one variable within system will affect many variables of the system. Thus in a production system, a change in production rate may affect inventories hours worked per week, overtime hours, facilities, layout and so on. JOB TYPE PRODUCTION SYSTEM: Job production is the manufacture of a single complete unit by an operator Goods are produced according to definite customer requirements Manufacturing status depends on the receipt of specific items There is no assurance of continued demand This type of production is intermittent in nature

or a group of operators.

JOB PRODUCTION HAS FOLLOWING SPECIFIC CHARACTERISTICS: Resources in a job shop are general rather than specialized Basic materials with different specifications can be used in many different jobs Equipments should be adoptable to different users/customers

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The skills of employees/operators would be wide enough to enable them to work on any job

LIMITATIONS OF JOB PRODUCTION ARE: Since each job is distinct in nature hence machines are general purpose and may not be economical or efficient Machines need to be set up very frequently to suit needs of variety of jobs. This may result in loss of production time Job execution location many times may be out of manufacturing unit As the resources such as manpower, process machine tools are employed on varieties of non standard jobs it may not be used economically Productive techniques like work study, value analysis etc. may not be possible to be introduced Examples: Bridge building, ship building, installing a capital plant in factories BATCH TYPE PRODUCTION SYSTEM: In the batch production the work on any production is divided into operations, it means that the work content of each unit is broken into a number of operations not necessarily of equal work content, and the operators are again divided into groups. The first group will then complete the first operations of all the units, passing the batch as a whole on the next group and so on until the manufacture is complete on that operation.

SALIENT FEATURES OF BATCH PRODUCTION ARE AS HEREUNDER: Some degree of specialization of labour is possible. Capital investment is low 12

The planning required to ensure freedom from idle and waste time is considerable. The planning of resources can be done sufficiently and adequately, however possibility of underutilization of certain machines and man power can not be ruled out

Cost minimization is one of the criteria for considering the size of a batch The production control department can derive greatest benefits

Example: Pharmaceutical production. MASS PRODUCTION SYSTEM: This type is adopted when one or a few standard products are to be manufactured on large scale. In this system demand for the product is continuous and ongoing. As demand pattern is known well in advance all the resources can be planned very well. SALIENT FEATURES OF MASS PRODUCTION ARE AS HEREUNDER: Planning for optimum utilization of resources can be ensured. A product wise layout and balance production line can be designed Semiskilled or even unskilled labour can be utilized; very small numbers of skilled workers are required. High output rating automatic machines can be utilized. Maintenance or breakdown must be attended most efficiently and promptly otherwise it may result into heavy loss of production There is lot of scope for introducing productive techniques to increase productivity Product quality can be better controlled in this system

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Example: Various Electrical appliances, Electronic components, Dry battery cells. Etc. PROCESS PRODUCTION: This system is an extended form of mass production in which manufacturing is carried on continuously through a uniform sequence of operations. SALIENT FEATURES OF PROCESS PRODUCTION ARE AS HEREUNDER: Process production calls for the setting up of highly sophisticated automatic machines as far as possible In this system usually one principal raw material is transferred in to several products at different stages of the operations. Example: Petroleum Refining, Heavy Chemicals etc. Comparison of various production types Vs Production Capacity & Flexibility We can observe that Job Type will offer highest production flexibilities however production volumes will be lower. Where as process Type will offer minimum or no flexibilities and generate very high volumes.

FUNCTIONS OF PRODUCTION MANAGEMENT & PRODUCTION CYCLE: The functions of production management were limited and also simple in the earlier days where production was conducted on a low scale using very simple methods and techniques and products manufactured were very simple.

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With the progress of time new technologies have developed resulting into advance products with large volume being produced. This has necessarily increased the importance of the production management at the same time added responsibilities. CLASSIFICATION OF DECISION AREAS: Production and operations management functions can broadly be divided into the following four areas: 1. Technology selection & Management 2. Capacity Management 3. Scheduling/Timing/Time Allocation 4. System Maintenance SOME OF THE BASIC FUNCTIONS OF THE PRODUCTION MANAGEMENT ARE AS FOLLOWS: 1. Design and development of production process 2. Production planning and control 3. Implementation of plan and related activities to produce the desired output 4. Administration and co-ordination of the activities of various components and departments responsible for producing the necessary goods and services. 5. Monitoring and controlling of men, machineries and materials. 6. Developing system of monitoring through feed back 7. Comparing results and 8. Taking corrective actions.

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In short production cycle can be defined as Planning Operations Control.

1.Planning.

3.Control

2.Operations

1. PLANNING:

Effectiveness and economy while engineering the production can be studied as manufacturing the required quantity of a product of required quality in tune with the required time by the best and economical method. To realize this objective the tool employed is known as production planning.

Planning

Insight Foresight

Experience

Feelings Objectives

Ideas

Market

Resources

regarding & disposal

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Assumptions Risks

kind of business

Economy

Effects on Business

Effects on people outside business

Choice of Rational Course of Action

Action Plan or Plan for Operation

While designing the corporate planning control system it is indeed needed to chart out both the long range and short time plans programme, procedure and policies using all the insight, foresight and experience at disposal. It should take care of feelings, objectives, risks, assumptions; it should be planned keeping in mind the kind of business (Like seasonal or otherwise). It should utilize inputs of information from market and economy, in short, utilize all information and input at your disposal.

2. OPERATIONS: The second phase is operations. The production plan set the standard. The actions are performed in tune with these pre-set details in this phase.

Scope of Production (Operation) Functions

Quality Process Capacity Inventory Work force

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QUALITY: it is an important operations responsibility, which requires total organizational support. Quality decisions must ensure that quality is built into the product in all stages of production.

PROCESS: these decisions determine the physical process or facility utilized to produce the product. The decisions include type of equipment and technology, process flows, layout of facilities etc.

CAPACITY: capacity decisions are aimed at providing the right amount of capacity of the right place, at the right time. In short run, available capacity must be allocated to specific tasks and jobs in operations b scheduling people, equipment and facilities. Long run capacities are determined by the size of the physical facilities, which are built.

INVENTORY: these decisions determine what to order, how much to order and when to order. Inventory control systems are used to manage materials from purchasing, raw materials through semi-finished products or work in process to finished products.

WORK FORCE: people who make the product are ultimate to any production system without which nothing will be produced. Hence this is area of very crucial decisions. It includes selection, hiring, firing, supervision, training, and above all compensation. Managing work force in a creative productive and humane way is key task for operation.

3. CONTROL: It is always desirable to compare where we are standing at present and where we want to go and accordingly corrective action can be initiated to bridge the gap STAGES OF PRODUCTION: 1. MARKET RESEARCH: it probes the market in attempt to ascertain the need for a new product

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2. DESIGN FOR A PROTOTYPE is prepared based on technical research and information 3. DESIGN WORK to start to produce as basic unit. 4. DEVELOPMENT WORK to start to develop a designed product

Control

Monitoring performance through feedback Comparing results with pre-set targets Corrective actions

5. PROTOTYPE PRODUCTION Done to evaluate the product design, prepare, catalogues etc., getting market feed back, experimenting and testing. 6. PRE-PRODUCTION: during this stage all the components of product as nearly as designed are produced under as much as possible. Actual factory conditions using the tools, equipments, raw materials, which ultimately are to be used on the production, line. These samples are very critically tested with micro accuracies for type tests and performances. Some of them are sent to customers for field trials and feedbacks and criticisms.

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7. MANUFACTURING: the product after all the above steps and after all the corrections are frozen for design and other parameters and then put into full production, Initially a predetermined build up of finished product is manufactured to ensure and take care of contingence, rejection etc. This is a confidence building stage for all concerned. Marketing can simultaneously start of the initial orders The goods then leave for the warehouse and become the responsibility of the sales organization. Even after all the above steps and pre-production stage all bugs are not ironed out and it is advisable to plan for initially low level to have the damage control within manageable limits.

PRODUCT & PROCESS DESIGN:

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Designing is the most important & crucial stage of production system. Many companies have a separate Design & Development department. Services of Industrial Designers are being taken for the development of product & process designs. This is a pre-requisite stage before initiating the production Design indicates the determination of size, shape, standard and pattern of the products to be produced. It also includes functional parameters and technical specifications. Functional designs are transformed to product design so as to make manufacturing easy and feasible. Product designs are further integrated to process designs to establish production systems. Computers have proved to be boon to the designing industry and CAD (Computer Aided Designs) and other specially developed soft wares are available to help the product designers and drafts men. It not only helps in efficiency of designing but also for better accuracies and selection of best designs apart from storing and retrieving of the drawings.

DESIGN PRODUCT DESIGN PROCESS DESIGN

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PRODUCT DESIGN: PRODUCT DESIGN

FUNCTIONAL

AESTHETIC

TECHNICAL & P R O D U C T I O N

PACKAGING & MARKETING

FACTORS TO BE CONSIDERED IN DESIGNING OF THE PRODUCT: 1. Product should be fashion leader and not fashion follower. 2. It should utilize as far as possible standard parts and aim at simplifications and diversification of the product. 3. It should be attractive enough to draw the attention of the customers and have utility, cost effectiveness & salient USP (Unique Selling Points). 4. Introduction of New Models at regular interval helps in expanding customer base and establishing better Brand equity and good will for the company. Normally it

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is seen that products are designed by adoption of concepts from leaders in the industries, however large industries have their own R & D departments and do huge investments to be innovative and industry leader. 5. Selection and optimizing of varieties & models of products to support the marketing and yet remaining economic in production is a challenge to be met by the production management. It is a corporate decision and involves discussions with marketing, finance, procurement & engineering departments. It takes care of factors like product life cycle and break-even point analysis. STEPS INVOLVED IN PRODUCT DESIGN: 1 Visualization of need for the product in consultancy with the marketing department and market research done. Marketing department makes and submits a brief on the product to be designed to the design department. 2 Preparation of schematic drawings and aesthetic design and designs portfolios prepared to take corporate feedback and approvals. 3 Preparations of engineering drawings, technical specifications, short listing of components and preparing of bill of inventories with cost projections and other details. Preparations for proto type designs. 4 Reviewing the design in relation to Cost analysis, value analysis, maintenance and reparability. Improvements, corrections and freezing of the designs. 5 Design & development of tools, jigs, fixtures and other production accessories and preparations of drawings and specifications etc for the same.

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Preparation of PERT (Programme Evaluation & Review Techniques) charts and CPM (Critical Path Method) charts also known as network analysis are drawn to have overall control on the product development work.

Designing of packaging and marketing portfolios and literature etc. to start simultaneously with other developments.

Final cost studies and pricing carried out in consultancy with the procurement and costing departments.

PROCESS DESIGN: While product design concerns itself with the Design & Development of the product, Process Designs defines the steps and processes in sequential order, detailing all the inputs and specifications of tools, machines, operations and/or processes to produce the desired product with the shortest possible route and best of engineering practices so as to meet the objects of quality, quantity and economy in the defined time frame. It also ensures best possible layout for the machines, material and men power to achieve highest degree of efficiency in the production process with the least degree of rejections and wastages of material, labour and time. Thus ensuring optimum utilization of production capacities. Process design is the most important step of the production system and requires best of the engineering expertise, knowledge and management. It must take care of all the marketing needs including short term and long term corporate goals and visions of the company. Total capital exposure and layout of facilities have direct relativity with the process design. Thorough study and knowledge of latest technological developments in the field is a prerequisite to process design.

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In nutshell adoption of a particular process design is the most important and crucial decision of the production management.

PLANT LOCATION & LAYOUT PLANT: The Physical means of production such as buildings, machineries, dies tools, jigs fixtures, service machineries and/or workshop equipments erected and equipped at a given location for the purpose of converting the raw materials to finished goods using men, machineries and materials is called plant. The economy of operations, effectiveness and efficiency of production is directly attributed to the type of plant and its location. In other words the optimum utilization of the available resources and capitol employed is in direct proportion with the right decision of plant location and layout. LOCATION: Location may be defined as a particular area/site/place selected for setting up of a manufacturing/production unit or plant. Biggest question that needs to be answered before one sets up the production plant is where should our main operations be based?

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Once the manufacturing plant is erected it is a long-term commitment on the capacity created. Capacity not only in terms of the machinery and equipments but also in terms of arrangements and development for the resources such as raw material suppliers, labour force, market and distribution channels, conveyance and transport arrangements and adjustments with the environments. Once a decision is taken in favor of a particular location, then the organization has to live for a long time with the prospects and problems of that location in regards to the raw materials, labour, other resources and market etc. Thus selection of site and location of the plant has to be done with considerable thought, taking into account the various aspects leading to the end profitability of the enterprise. The ideal location for the plant will be one where lowest cost and maximization of profitability is possible. To help in selection of the best and most ideal location for the plant number of factors needs to be analyzed. They can broadly be grouped into two areas, Primary and Secondary factors.

FACTORS TO BE CONSIDERED FOR THE SELECTION OF PLANT LOCATION: The factors connected with the location needs careful consideration at the time of establishing plant or/and at the time of adding new plants to substantiate/expanding the existing production and/or to add new products/diversify the activities, and/or shifting of the plant from one location to another due to one or other reasons. PRIMARY FACTORS: Market Raw Materials Labour Availability Transportation 26

Fuel & Power

SECONDARY FACTORS: Climate Water Supply and infra structure development Legislation/ Government and Local authorities industrial policies Political factors Socio-economic factors Emotional factors Law and order situation Availability or Expiry of the lease arrangements Financial Aids availability Banking facilities Geographic Locations like Urban, Rural, City, suburb etc. Draught prone, Seismic Zones or other climatic hazards. Developing Zones/Industrial Zones Proximity of Ports, Airports, Railway Stations or Highways. Topography & Contour of the land Governments incentive Schemes etc. Availability of land for future expansions. Existence of auxiliary industries. Facility of technical research Religious & Vastu Shashtra Principles Economics of the land and financial aspects.

STEPS IN SELECTION OF THE LOCATION: For International operations-Selection of country of operations Region- State or province

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Locality City or suburb Exact Site for the plant.

CONCLUSION Economic history and manufacturing history are both important in the sense that these would suggest some lessons that can be learnt for the future. History helps us to know the trends and to take a peek at the future. If the 21st century organizations have to manage their operations well, they will have to try to understand the what and how of the productivity improvements in the past and what led to the various other developments in the field of production and operations management. The past could tell us a thing or two about the future if not everything. Looking at the speed with which technology, economies, production and service systems, and the societys values and framework seem to be changing; one may tend to think that unprecedent things have been happening at the dawn of this millennium. However, there seems to be a common thread running all through. Limiting ourselves to history of production or manufacturing, we see that the effort has always been on increasing productivity through swift and even flow of materials through the production system. During the Taylor era, the production activities centered on an individual. Hence, methods had to be found to standardize the work and get the most out of the individual thus making the manufacturing flows even and fast. Fords assembly line was an attempt at further improving the speed and the evenness of the flows. Thereafter, quality improvements reduced the bottlenecks and the variability in the processes considerably, thus further facilitating the even and rapid flow of goods through the production system.

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The attempt has always been to reduce the variability, because variability could impede the pace and the steadiness of the flow. Earlier, variability came mostly through the variability in the work of the workers. However, in the later decades the variability came from the market. Customers started expecting a variety of products. Manufacturer, therefore, started grouping like products together. The flows of materials for those products were, therefore, exposed more easily; this helped in quickly attending to bottlenecks, if any, and in ensuring a speedy and even flow through the manufacturing system. Cellular manufacturing or Group Technology was thus born. Materials Requirement Planning (MRP) and Enterprise Resource Planning (ERP) were other efforts at reducing the variability by integrating various functions within the operations system and the enterprise as a whole, respectively. The customer expectation from the manufacturing system increased further. They started asking for a variety in the products that had to be supplied just in time. In order to realize this, the manufacturing company had to eliminate the unevenness or variations within its own plant as also limit the variations (unevenness) in the inputs that came from outside. This required the outside system to be controlled for evenness inflow despite the requirements of varied items in varied quantities at varied times. This could not be done effectively unless the outsider became an insider. Therefore, the entire perspective of looking at suppliers and other outside associates in business changed. However, it is also extremely important to take adequate cognizance of further developments in science and technology, the changes in value systems and in the social structures that are taking place worldwide. Developments in science and technology give rise to certain social mores like, for instance, the mobile phones are doing today. Similarly, the changed social interactions and value systems give rise to changed expectation from the people. The type of products and services that need to be produced would, therefore, keep changing. Today a product represents the certain group of characteristics; a service represents certain other utility and group of characteristics. These may under go changes, perhaps fundamental changes, in days to come. We may see rapid shifts in the lifestyles. So, whether it is for consumption or for the changed lifestyle, the type of products demanded and the character of services desired may be

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quite different. Production and operations management as a discipline has to respond to these requirements. That is the challenge.

BIBLIOGRAPHY 1. Ashwathappa.K and Sridhar Bhat, Production and Operations Management, Himalaya Publishing House, Mumbai, Pg. No 1-10 2. Chary S N, Production And Operations Management, The McGraw-Hill Companies, New Delhi, Third Edition

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