Business Organisation And Management: A Comprehensive Guide by Tn Chhabra
Business Organisation And Management Tn Chhabra Pdf 15
Are you looking for a comprehensive and reliable book on business organisation and management? Do you want to learn the concepts, theories, and practices of managing a business effectively? If yes, then you should check out the book Business Organisation And Management by Tn Chhabra. This book is a popular and widely used textbook for students, teachers, and professionals who want to gain a deeper understanding of the subject. In this article, we will give you an overview of the book and its contents, and tell you why you should read it.
Business Organisation And Management Tn Chhabra Pdf 15
What is business organisation and management?
Business organisation and management is a branch of study that deals with the creation, structure, functioning, and control of a business entity. It involves planning, organising, directing, coordinating, and controlling the various activities and resources of a business to achieve its goals and objectives. Business organisation and management also covers the analysis of the external and internal environment of a business, the formulation and implementation of strategies, policies, and decisions, and the evaluation of performance and outcomes.
Who is Tn Chhabra and why his book is important?
Tn Chhabra is a renowned author, educator, and consultant in the field of business organisation and management. He has written several books on various aspects of the subject, such as organisational behaviour, human resource management, cyber crime, etc. He has also taught at various institutions and universities in India and abroad. His book Business Organisation And Management is one of his most popular and acclaimed works. It is a comprehensive and updated text that covers all the essential topics related to the subject. It is written in a simple and lucid language that makes it easy to understand for students and professionals alike. It also includes numerous examples, case studies, diagrams, tables, charts, etc. that illustrate the concepts and theories in a practical manner. The book also provides review questions, exercises, assignments, etc. at the end of each chapter to test the knowledge and skills of the readers.
What are the main topics covered in the book?
The book Business Organisation And Management by Tn Chhabra covers a wide range of topics related to the subject. The book is divided into four parts:
Part I: Business Organisation
Part II: Business Management
Part III: Organisational Behaviour
Part IV: Leadership
In this article, we will briefly discuss each part and its contents.
Meaning and definition of business organisation
A business organisation is a group of people who work together to produce and sell goods and services to satisfy the needs and wants of customers. A business organisation can be a sole proprietorship, a partnership, a company, a cooperative, or any other form of legal entity that carries out economic activities. A business organisation has a name, a location, a purpose, a structure, and a set of rules and regulations that govern its operations.
Types of business organisation
There are different types of business organisation that differ in terms of their ownership, liability, control, profit sharing, taxation, etc. Some of the common types of business organisation are:
A business owned and run by one person.
Easy to start and manage. Full control and decision making. No profit sharing. Low tax burden.
Limited capital and resources. Unlimited liability. Lack of continuity. Limited scope of expansion.
A business owned and run by two or more persons who agree to share the profits and losses.
More capital and resources. Shared risk and responsibility. Better management and expertise. Tax benefits.
Possible conflicts and disputes. Unlimited liability. Lack of continuity. Limited scope of expansion.
A business registered under the law as a separate legal entity that has shareholders, directors, and managers.
Large capital and resources. Limited liability. Continuity and stability. Scope of expansion and diversification.
Difficult to start and manage. Less control and decision making. Profit sharing and dividend payment. High tax burden.
A business owned and run by its members who have common economic, social, or cultural interests.
Democratic management and control. Equal profit sharing. Social welfare and service motive. Tax exemptions.
Limited capital and resources. Lack of motivation and efficiency. Possible conflicts and politics. Government interference.
Factors affecting choice of business organisation
The choice of a suitable type of business organisation depends on various factors such as:
The nature and size of the business.
The amount of capital and resources required.
The degree of risk and liability involved.
The level of control and decision making desired.
The mode and extent of profit sharing expected.
The legal and tax implications applicable.
The future plans and prospects of the business.
Meaning and definition of business management
Business management is the process of planning, organising, directing, coordinating, and controlling the various activities and resources of a business to achieve its goals and objectives efficiently and effectively. Business management involves applying the principles, theories, techniques, and tools of management to solve the problems and challenges faced by a business in its internal and external environment.
Functions of business management
The main functions of business management are:
- Planning: It is the process of setting the goals and objectives of the business, determining the strategies, policies, and plans to achieve them, and allocating the resources required for their execution. - Organising: It is the process of designing the structure, roles, responsibilities, authority, relationships, communication channels, etc. of the people working in the business to facilitate their coordination and cooperation. - Directing: It is the process of guiding, motivating, leading, influencing, communicating with, etc. the people working in the business to perform their tasks effectively and efficiently. - Coordinating: It is the process of integrating, harmonising, synchronising, etc. the activities and efforts of the different units, departments, levels, etc. of the business to ensure their consistency and compatibility with the overall goals and objectives. - Controlling: It is the process of measuring, monitoring, evaluating, comparing, etc. the performance and outcomes of the business with the standards set in planning, identifying the deviations or gaps, taking corrective or preventive actions if needed. Principles of business management
Meaning and definition of organisational behaviour
Organisational behaviour is the study of the behaviour, attitudes, emotions, and performance of individuals and groups in organisational settings. It also examines the impact of organisational structure, culture, environment, leadership, communication, etc. on human behaviour. Organisational behaviour aims to understand, predict, and influence human behaviour in organisations to improve organisational effectiveness and individual well-being.
Importance of organisational behaviour
Organisational behaviour is important for both managers and employees for various reasons such as:
It helps to explain and predict human behaviour in organisations and how it affects organisational performance and outcomes.
It helps to improve interpersonal skills, communication skills, teamwork skills, leadership skills, etc. that are essential for working in organisations.
It helps to enhance employee motivation, satisfaction, commitment, engagement, etc. that are vital for organisational success and employee well-being.
It helps to manage diversity, conflict, change, stress, ethics, etc. that are common challenges in organisational life.
It helps to foster a positive organisational culture and climate that support innovation, creativity, learning, and growth.
Models of organisational behaviour
Models of organisational behaviour are the frameworks or perspectives that describe how organisations behave and operate. They also reflect the assumptions and values of managers and employees regarding human nature and behaviour. There are different models of organisational behaviour that vary in terms of their focus, orientation, and implications. Some of the common models of organisational behaviour are:
- Autocratic model: This model is based on formal authority, power, and control. The managers have the right to make all the decisions and expect obedience from the employees. The employees have no voice or participation in the organisation. The main motivation for the employees is fear of punishment or loss of job. This model leads to low employee morale, high turnover, low productivity, and high resistance. - Custodial model: This model is based on economic security and benefits. The managers provide fair wages and other benefits to the employees in exchange for their loyalty and cooperation. The employees have no involvement or influence in the organisation. The main motivation for the employees is material rewards and job security. This model leads to moderate employee satisfaction, low turnover, moderate productivity, and low initiative. - Supportive model: This model is based on leadership support and guidance. The managers provide a supportive and friendly work environment to the employees and encourage them to perform their tasks effectively. The employees have some degree of participation and influence in the organisation. The main motivation for the employees is job satisfaction and recognition. This model leads to high employee morale, low turnover, high productivity, and high commitment. - Collegial model: This model is based on partnership and teamwork. The managers treat the employees as colleagues or partners who share a common goal and responsibility. The employees have a high degree of participation and influence in the organisation. The main motivation for the employees is self-actualisation and growth. This model leads to high employee trust, low turnover, high productivity, and high creativity. Leadership
Meaning and definition of leadership
Leadership is the process of influencing and inspiring others to achieve a common vision, mission, or goal. Leadership involves using personal traits, skills, knowledge, power, and authority to guide, motivate, direct, and coordinate the actions of followers. Leadership also involves creating a positive and supportive work environment that fosters trust, cooperation, creativity, and learning.
Functions of leadership
The main functions of leadership are:
- Setting goals: A leader's most important function is to set clear, realistic, and challenging goals for the team members to encourage them to work confidently and enthusiastically. A leader also communicates the goals to the followers and aligns them with the organisational objectives. - Organising: A leader's other important function is to organise the group of people into a task force that can perform effectively. A leader assigns roles and responsibilities, delegates authority, allocates resources, establishes rules and procedures, etc. to ensure smooth and efficient functioning of the team. - Taking initiatives: A leader's function is to take initiatives in all matters of interest to the team and the organisation. A leader identifies opportunities and threats, anticipates problems and challenges, proposes solutions and alternatives, initiates actions and changes, etc. to enhance the performance and outcomes of the team. - Cooperation among employees: A leader's function is to foster cooperation among the team members and between the team and other stakeholders. A leader promotes teamwork, collaboration, coordination, communication, feedback, etc. among the followers. A leader also resolves conflicts and disputes, builds trust and rapport, and maintains harmony and goodwill among the team members. - Motivation and direction: A leader's function is to motivate and direct the team members to perform their tasks effectively and efficiently. A leader uses various techniques such as rewards, recognition, praise, feedback, coaching, mentoring, etc. to inspire and energise the followers. A leader also provides guidance, support, supervision, direction, etc. to help the followers achieve their goals. - Liaison between workers and management: A leader's function is to act as a liaison between the team members and the top management. A leader represents the interests and needs of the followers to the management and communicates the expectations and instructions of the management to the followers. A leader also facilitates information exchange, coordination, cooperation, etc. between the team and other units or departments of the organisation. Styles of leadership
Leadership styles are the ways in which leaders behave and interact with their followers. Different leadership styles have different effects on the motivation, performance, and satisfaction of the followers. There is no one best leadership style that suits all situations. Leaders need to adapt their style according to the context, the task, the followers, and their own preferences. Some of the common leadership styles are:
- Autocratic leadership style: This style is similar to the autocratic model of organisational behaviour. The leader makes all the decisions and expects the followers to obey without question. The leader does not consult or involve the followers in any way. This style is effective when quick and decisive action is needed, when there is a clear authority and responsibility, and when the followers are inexperienced or unskilled. However, this style can also lead to low follower morale, high turnover, low creativity, and high resistance. - Democratic leadership style: This style is similar to the participative model of organisational behaviour. The leader involves the followers in the decision-making process and encourages their input and feedback. The leader respects and values the opinions and suggestions of the followers and tries to reach a consensus. This style is effective when complex and creative problems need to be solved, when there is a high level of trust and cooperation among the followers, and when the followers are skilled and knowledgeable. However, this style can also lead to slow and indecisive action, confusion and conflict, and loss of control. - Laissez-faire leadership style: This style is similar to the delegative model of organisational behaviour. The leader gives complete freedom and autonomy to the followers to make their own decisions and perform their own tasks. The leader provides minimal guidance and support and does not interfere or intervene unless necessary. This style is effective when the followers are highly competent, motivated, and independent, when there is a high level of trust and confidence among the followers, and when the task is simple and routine. However, this style can also lead to chaos and disorder, lack of accountability and direction, and poor performance. - Transactional leadership style: This style is similar to the bureaucratic model of organisational behaviour. The leader focuses on the transactions or exchanges that occur between the leader and the followers. The leader rewards the followers for meeting the expectations and standards and punishes them for failing to do so. The leader does not seek to change or improve the situation but rather maintains the status quo. This style is effective when clear and specific goals and tasks need to be accomplished, when there is a high level of compliance and consistency among the followers, and when the followers are motivated by external rewards and punishments. However, this style can also lead to low follower satisfaction, low creativity, low loyalty, and high dependence. Conclusion
In this article, we have discussed the book Business Organisation And Management by Tn Chhabra. We have given an overview of the book and its contents, and explained why it is a valuable resource for students, teachers, and professionals who want to learn more about the subject. We have also briefly covered some of the main topics related to business organisation and management, such as:
The meaning and definition of business organisation and management.
The types of business organisation and the factors affecting their choice.
The meaning and definition of business management and its functions and principles.
The meaning and definition of organisational behaviour and its importance and models.
The meaning and definition of leadership and its functions and styles.
We hope that this article has given you a clear and concise introduction to the book Business Organisation And Management by Tn Chhabra and has sparked your interest in reading it. If you want to learn more about the subject, we highly recommend that you get a copy of the book and read it thoroughly. You can also refer to other books, articles, websites, etc. that provide more information and insights on business organisation and management. By doing so, you will be able to enhance your knowledge, skills, and abilities in managing a business effectively.
Here are some frequently asked questions about the book Business Organisation And Management by Tn Chhabra:
- Q: Where can I buy the book?
- A: You can buy the book online from various platforms such as Amazon, Flipkart, etc. or offline from any bookstore that sells academic books. - Q: What is the edition and publication year of the book?
- A: The latest edition of the book is the 15th edition, which was published in 2020 by Dhanpat Rai Publications. - Q: How many pages does the book have?
- A: The book has 720 pages in total. - Q: Is the book available in PDF format?
- A: Yes, the book is available in PDF format for download from various websites. However, we suggest that you buy the original hard copy of the book to support the author and publisher. - Q: Is the book suitable for beginners or advanced learners?
- A: The book is suitable for both beginners and advanced learners of business organisation and management. The book covers all the basic and advanced topics related to the subject in a simple and lucid man