1. Organization Behavior2.Labour Legislation in India3. Business & Eco. Envi.4. Retail Management5. Management of Small Enterprises

1. 2014-2015
Submitted to
Mr.K.C. Sodani sir
Submitted By
Monika Kalal
M Com II Sem Bus. Ad.
UCCMS MLSU M. Com. 2nd Sem
Presentation

2. It is my pleasant duty to pay my sincere gratitude
and heartily thanks to all those who encouraged
guided and helped me in the completion and
requirement of this project.
Firstly I would like to express my deep gratitude
and respect to the Coordinator for her kind
cooperation throughout the project.
I am very thankful to our respected sir for her
valuable guidance and constant encouragement at
time when I had obstacles in this project.
ACKNOWLEDGEMENT

3. 1. Organization Behavior
2.Labour Legislation in India
3. Business & Eco. Envi.
4. Retail Management
5. Management of Small Enterprises
SUBJECTS

4. Title Presentation
1. Organization Behavior
MOTIVATION

5. MOTIVATION
• Motivation is defined as “the extent to which
persistent effort is directed toward a goal”
1. Effort - must be defined in relation to its appropriateness to the objectives
being pursued.
2. Persistence - relates to the willingness of the individual to stay with a task
until it is complete
3. Direction - measured in terms of how persistent effort is applied in relation
to the goals being pursued
4. Goals - individual goals and organizational goals (must be compatible)

6. Types of motivation
• Extrinsic Motivation
- Factors in the external environment such as
pay, supervision, benefits, and job perks
• Intrinsic Motivation
- Relationship between the worker and the task

7. 5 Ways to Motivate a Team
1. Figure out what makes them tick (individual
needs)
2. Give clear expectations
3. Consistent reinforcement and consequences
4. Healthy competition
5. Change out team members

8. Needs-based Motivation
• Maslow’s Hierarchy of Needs:
 Physiological
 Safety
 Relationship
 Esteem
 Self-actualization
• The more you move from basic to higher level needs, the more motivation
depends on internal factors
• Important that organizations present opportunities to satisfy such needs

9. Needs-based Motivation
• Alderfer’s ERG Theory:
 Existence
 Relatedness
 Growth
• Similar to Maslow’s Hierarchy in that it focuses on a differing levels of
needs, which are usually satisfied in order of importance
• Unlike Maslow’s theory in that it allows for higher needs to be met before
lower-level needs under certain circumstances

10. Needs-based Motivation
• McClelland’s Theory of Needs:
 Achievement
 Affiliation
 Power
• Concerned with the behavioral consequences of need
• Non-hierarchical

11. Needs-based Motivation
• These three theories present a useful
approach for thinking about organizational
behavior
• One is not inherently better than the other;
The point is to apply the concepts of
internal/external motivation to individual
situations

12. Motivational Goals
Most goals fall within two categories:
• Performance goal - individual is concerned
with acquiring favorable judgment from his or
her peers, supervisors, or authority figures
(extrinsic)
• Learning goal - individual uses feedback to
increase his or her competence (intrinsic)

13. Title Presentation
2.Labour Legislation in India
EmployeeProvident fund Act1952

14. EmployeeProvident fundAct 1952
Introduction
Q: What is a Provident Fund ?
Ans: It is a mandatory, tax-qualified, defined,
contribution retiral benefit plan
wherein equal contribution
at the specified rate
is made by the employer and the employee
and the same is payable in lump sum on retirement.

15. To every factory employing 20 or more
persons.
Any establishment to which the Act applies
shall continue to be governed by the Act even
if the number of persons employed therein at
any time falls below.
EAPPLICABILITY OF THE ACT

16. The Employees’ Provident Funds
Scheme, 1952
Applicability : Every employee employed in or
in connection with the work of a factory or
other establishment covered by the schemes
other than an excluded employee is entitled
and required to become a member of the
fund from the date of joining the factory or
establishment.

17. Excluded Employee :
 An employee who, having been a member of the
fund, has withdrawn the full amount of his
contribution in the fund (a) on retirement from
service after attaining the age of 55 years or (b)
before migration from India for permanent
settlement abroad; or for taking employment
abroad
 An employee whose pay at the time he is otherwise
entitled to become a member of the Fund, exceeds
Rs. 6,500/- per month.
 A person who, is an apprentice, or who is declared
to be an apprentice by the authority specified in
this behalf by the appropriate Government.

18. Contribution under EPF Scheme,1952
1. Employees : 12% on Basic + DA
2. Employer :
(a) 3.67% on Basic + DA
(b) Administrative Charges : 1.10% on
Basic +DA

19. Compliances under EPF & MP Act, 1952
In SBIBefore 15th of
every month
ChallanMonthly contribution of Employer
& Employee in Challan for
previous month
2.
RPFC officeBefore 25th of
every month
12AMonthly Return4
RPFC officeBefore 15th of
every month
10Return of Employees Leaving3
RPFC officeBefore 15th of
every month
5Return of Employees Qualifying2.
RPFC officeAt the time of
joining
2Declaration Form from new
Joinees
1.
Remark /
Submitted to
Compliance DateForm
No.
Type of ComplianceSr.
No.

20. Compliances under EPF & MP Act, 1952
RPFC officeWhen new Recruit13Transfer of PF A/c6.
After 5 Years of
membership
31Advances for various Purpose8.
RPFC officeAt the time of
Leaving the service
19, 10C &
10D
Final settlement7.
RPFC officeBefore 30th of April3A & 6AAnnual return & reconciliation
statement
5.
Remark /
Submitted to
Compliance DateForm No.Type of ComplianceSr.
No.

21. Title Presentation
3.Business & Eco. Envi
ForeignDirect Investment

22. Foreign Direct Investment
Definition of 'Foreign Direct Investment - FDI'
An investment made by a company or entity based in one country, into
a company or entity based in another country. Foreign direct
investments differ substantially from indirect investments such as
portfolio flows, wherein overseas institutions invest in equities listed
on a nation's stock exchange. Entities making direct investments
typically have a significant degree of influence and control over the
company into which the investment is made. Open economies with
skilled workforces and good growth prospects tend to attract larger
amounts of foreign direct investment than closed, highly regulated
economies.

23. FDI equity inflows into India:
Thirteen-fold growth between 2003-04 and 2009-10
FDI inflows into India:
In terms of international practices of calculating FDI (i.e. by taking
into account re-invested earnings and other capital), FDI inflows
were nearly US $ 37.18 billion during 2009-10
Stable pace of inflows:
FDI inflows have somewhat flattened out over the course of the
last three years
However, the pace of inflows has been stable
This is including during 2009-10, at the height of the global
economic slowdown
This is despite a significant fall in global FDI inflows
GROWTH IN FDI

24. INDIA AS AN INVESTMENT DESTINATION
India rated as one of the most attractive investment destinations
across the globe.
Second most attractive location for FDI for 2010-2012:
UNCTAD World Investment Report (WIR), 2010
Second most promising country for overseas business
operations:
2009 survey of the Japan Bank for International Cooperation

25. INDIA’s GLOBAL POSITION
FDI Inflows:
Global rank :
32nd in 2001
9th in 2009
Rank among developing countries:
13th in 2005
4th in 2009
India’s share of world FDI inflows:
0.78% in 2005
3.11% in 2009

26. RECENT CHANGES IN FDI POLICY
Press Note 1 of 2010:
Recommendations of FIPB on proposals with total
foreign equity inflow of more than Rs. 1200 crore only
to be now placed for consideration of CCEA, as against
the earlier limit of cases with a total investment of Rs.
600 crore
A number of other categories of cases also exempted
from the requirement of obtaining prior approval of
Government
Other than liberalization of the policy, simplification and
rationalization of the FDI policy has also been an important
component of the reforms

27. STOCKHOLDER CONSULTATIONS ON FDI POLICY
Initiation of stakeholder consultations, by inviting suggestions on
various aspects of FDI policy, including sectoral policies
Discussion papers released for stakeholder comments:
FDI in retail sector
FDI in defence sector
Approval of foreign/ technical collaborations in case of
existing ventures/ tie-ups in India
Issue of shares for considerations other than cash
FDI in Limited Liability Partnerships (LLPs)

28. STREAMLINING THE BUSINESS ENVIRONMENT
Concerted efforts, in partnership with various State Government
and Business Associations, to make regulations conducive for
business including:
establishment of online single-windows
adoption of nation and international best practices
simplification of tax-regime etc.
Initiation of implementation of the e-Biz Project:
a Mission Mode Project
under the National e-Governance Project
to provide online registration and filing payment services
for investors and business houses

29. Setting up of ‘Invest India’:
a not-for-profit, joint-venture company
between the DIPP and FICCI
single window facilitator
for prospective overseas investors
to act as a structured mechanism for attracting investment
STREAMLINING THE BUSINESS ENVIRONMENT

30. Title Presentation
4. Retail Management
Retail Communication Mix

31. Retail Communication Mix
A communication program that is designed to achieve a
variety of objectives for the retailer, such as building a
brand image of the retailer in the customers mind,
increasing sales and store traffic, providing information
about the retailers location and offering, and announcing
special activities.
• In store
- VM
- Store Design
- Employees
•Outside the store
- Advertising
- Direct Marketing
-- Social Media

32. Retailers communicate with customers through :
• advertising,
•sales promotions,
• store atmosphere,
• Web sites,
•salespeople,
• e-mail,
•direct mail,
•m-commerce,
•community building,
• publicity,
• and word of mouth.
•These elements in the communication mix must be coordinated so customers
have a clear, distinct image of the retailer and are not confused by conflicting
information.

33. Can retailers build brand equity for their stores and their
private-label merchandise?
Why do retailers/brands need to have an integrated
marketing communication program
 What steps are involved in developing a communication
program?
Agenda

34. Objectives of Communication Program
Short-term
Increase Traffic
Increase Sales
Long-term
Build Brand (retailer’s name)
Image
Create Customer Loyalty

35. Brands
Distinguishing name or symbol, such as a logo,
that identifies the products or services offered
by a seller and differentiates those products
and services from those offered by competitors
The McGraw-Hill Companies, Inc./Bob Coyle, photographerThe McGraw-Hill Companies, Inc./John Flournoy, photographer

36. Value to Retailers (Brand Equity)
• Attract Customers
• Build Loyalty
• Higher Prices Leading to
Higher Gross Margin
• Reduced Promotional Expenses
• Facilitates Entry into New Markets
Gap  GapKids
Value to Customers
• Promises Consistent Quality
• Simplifies Buying Process
• Reduces Time and Effort Searching for
Information About
Merchandise/Retailer
Value of Brand Image

37. 16-37
Consistent Reinforcement
The retailer’s brand image is developed and maintained through
the retailer’s communication mix
Retail Communication Mix

38. Methods of
Communicating with Customers

39. • Mobile marketing is
marketing through
wireless handheld
devices, such as
cellular telephones,
and m-commerce or
mobile commerce
involves completing a
transaction via the cell
phone.
Direct Marketing

40. Online Marketing
Web Sites
Blogs

41. Social Media

42. Sales Promotions

43. Personal Selling
• A communication process in which sales
associates help customers satisfy their needs
through face-to-face exchanges of
information.

44. Advertising
Newspapers
Magazines
TelevisionRadio
Co-op
Programs

45. Public Relations (PR)
• Managing communications and relationships to
achieve various objectives
– Building and maintaining a positive image of the
retailer
– Handling or heading off unfavorable stories or events
– Maintaining positive relationships with the media
• In many cases, public relations activities support
other promotional efforts by generating “free”
media attention and general goodwill.

46. Planning the
Retail Communication Program

47. Title Presentation
5. Management of Small Enterprises
Environmentof small scale Industry

48. Environmentof small scale Industry

49. WHAT ARE SSIs?
As per the latest definition which is effective since
December 21, 1999, for any industrial unit to be
regarded as Small Scale Industrial unit the following
conditions are to be satisfied: -
• Investment in fixed assets like plants and
equipment's either held on ownership term on lease
or on hire purchase should not be more than Rs 10
million.
• Less than 150 employees in a unit.

50. INTRODUCTION
• The policy reservation of items for manufacturing in SSIs was introduced in
1967. Initially only 47 items were reserved, but as of today about 675
items are reserved.
• SSIs are the second largest employers of Human resources after
agriculture in India.
• They generate more employment opportunities per unit of capital
invested than large-scale industries.
• Employment provided to more than 273. 97 lakh persons.

51. Classification of SSIs
TRADITIONAL SSIs
• It includes khadi and
handloom, village
industries,handicrafts,
sericulture, etc
MODERN SSIs
• Modern SSIs produce wide
range of goods from
comparatively simple items
to sophisticated products
such as television sets,
electronics, control system,
various engineering
products etc.

52. IMPORTANCE OF SMALL SCALE
INDUSTRIES

53. 1. EMPLOYMENT
• SSIs are labor intensive so there is a great employment potential.
• Large-scale industries are capital intensive, hence not in a position to solve
acute unemployment problems in India.
• SSI employed 129.80 lakh people in 1991-92 which increased to 239.09
lakh in 2000-01 and further to 294.91 lakh in 2005-06.
2. CAPITAL LIGHT
• India is a capital scarce country, which is why we need to make optimum
use of all the capital and resources available in terms of employment and
productivity.
• SSIs are capital light and hence more suitable to underdeveloped nations.
• Limited capital is needed to start an SSI, the returns are quick, and those
returns can again be reinvested.

54. 3. SKILL LIGHT AND IMPORT LIGHT
• No technological skill or managerial skill required.
• More suitable to underdeveloped countries where literacy rate is low and
skilled labor is scarce.
• Require less import of machinery, technical skill hence placing little or no
strain on the scarce foreign exchange reserves of developing nations.
4. MOBILIZATION OF CAPITAL RESOURCE AND
ENTREPRENEURIAL SKILL
• Easy mobilization of capital, entrepreneurial skill and other sources all
over the country.
• Savings in rural areas can be mobilized by SSIs more easily then large scale
industries.
• Idle resources can be put to effective use.

55. 5. SUPPORT TO AGRICULTURE AND LARGE-SCALE
INDUSTRIES
• They help supply inputs , processing facilities as well as consumer goods to
rural masses.
• Rural based SSIs help absorb all the surplus labor in villages and towns thus
improving the productivity in the agricultural sector.
• SSIs also help large scale industries by supplying spare parts, components etc.
6. REGIONAL DISPERSAL OF INDUSTRIES AND
BALANCED REGIONAL DEVELOPMENT
• Political, social and economic factors affect the development of all regions.
• Some regions are more developed while others continue to lag behind.
• Large scale industries are mostly centered in some big cities, while SSIs help
decentralize industries thus helping avoid, space crunch, slum development
problems etc.
• Since SSIs are easy to set up, they can be set up anywhere and hence contribute to
a balanced regional development.

56. 7. REDUCTION IN INCOME-INEQUALITIES AND
EQUITABLE DISTRIBUTION OF NATIONAL INCOME
• SSIs help equitable distribution of national income because of 2 reasons:
a) Ownership of SSI is more widespread than large-scale industries.
b) SSIs possess large employment potential.
8. CONTRIBUTION TO EXPORTS AND INDUSTRIAL
OUTPUT
• 45%-50% of the Indian Exports is being contributed by SSI Sector.
• Direct exports from the SSI Sector account for nearly 35% of total exports.
• It is estimated that small scale industrial units contribute around 15% to
exports indirectly.
• The exports from SSI sector has been clocking excellent growth rates mostly
fuelled by the performance of garment, leather and gems and jewellery units
from this sector.
• No. of industrial units has grown from 23.9L in ‘93-94 to 118. 59L in ‘04-05.
Output has increased from 241,648 cr in ‘93-94 to 4,18,263 cr in ‘04-05.

57. 9. LESS INDUSTRIAL DISPUTES
• Do not face problem of frequent strikes and lockouts. Hence no loss of
man-days and output in SSIs.

58. Business administration is the process of managing workers and
allocating resources efficiently and effectively by applying
microeconomic principles. The goal is to achieve stability, growth
and profitability for a business. Business administration is a
function of organizational structure, the desired system of task
allocation, coordination and supervision. Some businesses choose to
have a hierarchical structure, in which stockholders, a board of
directors, an executive committee and managers work together
through a system of checks and balances to achieve desired
objectives. Depending on the organizational structure, some or all
of these business administrators work together to apply business
principles such as accounting, marketing, finance and management
to effectively work toward their common goals
Conclusion