Principles of manahdhdurrirjjhfhffjideii

MANAGEMENT
• “Management is the art of getting things done
through people”. - Mary Parker Follet
• “To manage is to forecast and to plan, to organize, to
command, to co-ordinate and to control.” – Henry
Fayol.
• “Management is the art of knowing what you want
to do and then seeing that it is done in the best and
cheapest way”. – F.W.Taylor.

Nature and characteristics of Management
• Management is Goal oriented
• Management is Universal.
• Management is an integrative force.
• Management is a social process.
• Management is multidisciplinary.
• Management is a continuous process.
• Management is Intangible.
• Management is an Art as well as Science.

Objectives of Mangement
1. Organizational Objectives
i. Reasonable Profit
ii. Good return on the capital.
iii.Survival of the business.
iv. Growth and expansion of business.
v. Improving the goodwill and reputation of the
company.

Contd..
2. Personal Objectives :
a. Fair remuneration for work performed.
b. Reasonable working condition.
c. Opportunities for training and development
d. Security of job

Contd..
3. Social Objectives :
a. Quality of Goods
b. Service at fair price to customers
c. Fair dealing with suppliers, dealers and
competitors
d. Preserving the ethical values of the society.

FUNCTIONS OF MANAGEMENT
1. Planning – deciding in advance what is to be done,
when, how and by whom it will be done.
2. Organizing – establishing a structure that facilitates
the achievement of goals – delegation of authority
– defining and fixing responsibility.
3. Staffing – Manpower planning, recruitment,
selection,training and compensation.

Management Vs Administration
Administration :
It determines the specific goals and the broad areas within which those
goals are to be achieved.
Management :
It is concerned with carrying out the broad policies laid down by
administration.
According to American School of thought administrators think, managers
act.
Administration is largely determinative whereas Management is essentially
executive.

Administration
• Concerned with
determination of major
objectives and policies.
• It is a thinking function
• Mainly a top level function
• Not directly concerned with
the direction of human
efforts
• Planning and Controlling are
the main functions
• Conceptual and human
skills are involved
• Largely used in Govt.and
Public sector Orgns.
• Example – Commissioner,
Registrar, V.C.,…etc.
Management
• Concerned with
implementation of policies.
• It is an executive function
• Largely a middle and lower
level function
• Concerned with the
direction of human efforts
• Directing and Organizing are
the main functions
• Technical and human skills
are involved
• Mainly used in business
Orgns
• Example – General
Manager, Sales Manager,
Branch Manager..etc

Principles of Managment
- A principle may be regarded as general statement or proposition
reflecting the relationship of cause and effect between two or more
variables.
- The emphasis on Management Principles has been given by many
management thinkers including Henry Fayol, Taylor, Bernard…etc.
- The Principles have been developed
i. to guide managers so that they may be able to take managerial
decisions.
ii. The principles of mgt. are true in all managerial situation and or all levels
of mgt.
iii. It is applied in business/Govt./social or any type of Organization.

Principles of Management
by Henri Fayol
Henry Fayol has suggested 14 principles of Mgt. inorder to
make the job of mgt. more effective and efficient.
1. Division of Work
- Every employee should be assigned only one type of work
- Results in increased human efficiency and more
production is possible.
2. Authority and Responsibility
- must go hand in hand
- Authority is a power which enables a manager to
command subordinates to work
- Responsibility is an obligation owed by a subordinate to
the supervisor for the performance of job.

3. Discipline
- Obedience to the rules of the Orgn.
- Can be maintained with the help of good
supervision.
- Necessary for the proper functioning of the
Organization.
4. Unitiy of Command
- A subordinate must get orders and instructions
only from one supervisor at a time
- Helps in controlling and fixing responsibilities.

5. Unity of Direction
- There must be one Head and one plan
- Each group of activities should have the same objectives.
- Eg. There must be one Production Plan and only one
Prodn.Mgr. imparting similar instructions to all the workers.
6. Subordination of Individual Interest to general interest
- Each employee should sacrifice and subordinate his
personal interest
and goal for achieving the goals of the orgn.
- Common interest must prevail over individual interest.
7. Remuneration
- Wages and salaries should be neither low or high.
- It should be fair and satifactory for the services rendered.

8. Centralisation
- Reservation of decision making authority at the top level
of mgt.
- Managers should retain final responsibility but also need
to give their subordinates enough authority
to do their jobs properly.
9. Scalar Chain
- The chain of supervisors with grades of authority ranging
from the highest to the lowest.
- Chain of supervisor subordinate relationship which is
essential for achieving the goal.

Contd…
10. Order
- Materials and people should be in the right place at the right time.
- People should be in the jobs most suited
for them.
11. Equity
- Fairness and justice to all working in the orgn.
- Similar treatment and impartiality should be assured to all employees
in the orgn.
- Mgt. should treat employees with justice and fairness.
12. Stability of tenure of personnel
- There should be reasonable security of job
- High employee turnover rate is not good for efficient functioning of
the orgn.
- Stability of tenure helps to develop loyalty towards orgn.

13. Initiative
- Refers to freedom to think out a plan and its execution
- Subordinates should be given the freedom to plan and
carry out their plans.
- Self motivating device for the employees.
- Makes them more dedicated and loyal towards the orgn.
14. Espirit-de-corps(Union is Strength)
- Advocates team spirit
- Helps to build team spirit among employees so that they
work with proper mutual understanding
to achieve organizational goals.

Scientific Management
• F.W.Taylor(Fredrick Winslow Taylor) is known as the father of
Scientific Management.
• First to identify the need to have a scientific approach to the
task of managing an orgn.
• Taylor’s definition of scientific mgt. contains 2 aspects
i. Management must know what is exactly expected from
workers
ii. Workers do their jobs in the best and the cheapest
manner.

Salient features of Scientific
Management by F.W.Taylor
1. Separation of Planning and doing
- emphasized the separation of planning from actual doing
- Before Scientific Mgt. a worker to plan and do the work
- Taylor insisted that Planning should left to the supervisor and the
worker should concentrate on work
2. Functional Foremanship
-Instead of single foreman, there must be a number of foremen
-Each foreman being a specialist in performing of his role, is a functional
foreman
- Supervision of the work is entrusted to foremen

3. Job Analysis
- Taylor analysed the various jobs to find out the best way of doing with
the help
of Time/Motion/Fatigue/Method study.
i. Time Study
- Refers to the study of the time taken to perform each operation of a
job inorder to find out
the actual time taken to perform a job.
- Purpose is to determine the time taken for performing an operation.
ii. Motion Study
- Study of the movements of workers in performing an operation.
- The purpose is to eliminate unnecessary motions.
- Helps to detect which motions of the body made by the worker are
unnecessary and to avoid over fatigue

Contd..
iii.Fatique Study
- Study helps to find out the amount and frequency of rest
required for a worker to enable him maintain
his efficiency to complete a job.
iv.Method Study
- The purpose is to maximize efficiency in the use of
materials, machinery, manpower and capital by
improving work methods.
- Study involves critical examination of plant layout,
product design, material handling and work process to
to minimize time and cost.

4. Standardisation
- Process of bringing uniformity
- Instruments and tools, period of work,
amount of work, working conditions and
cost of production have to be standardised
on the basis
of job analysis.
- It simplifies the process of production.

5. Scientific selection and training of workers
- Workers should be selected on a scientific basis taking into
account their education, work experience, aptitude,physical
strength…etc
- Worker should be given work for which he is physically and
technically most sutiable.
- Emphasis on training of workers to make them efficient
and effective.

Contd..
6. Financial Incentive
- Introduced financial incentives to motivate workers to put in their
maximum efforts.
- Devised a scheme of wage payment “Differential Piece rate system”
- The features of this scheme are
i. A standard output for each worker is determined in advance through
work study.
ii. Two rates of wage payment (based on piece rate system)
a. A higher rate per unit of output – workers who produce the
standard
output or exceed the standard are paid according to the higher
rate.
b. A lower rate per unit of output – workers who are unable to come
upto the standard are paid according to the lower rate for all the units
produced by them.

Contd…
7. Economy
- Adequate consideration should be
given to economy and profit.
- Economy and profit can be achieved by
making the resources more productive
and as well as by eliminating the
wastages.
8. Mental Revolution
- Suggested a change in the attitude of
employees and employers
- Conflict should be replaced by mutual co-operation
- Taylor emphasised that mental revolution is the most important
feature of Scientific management.

BEHAVIOURAL APPROACH
Hawthrone Experiment
- Conducted by Elton Mayo and his
associates in Western Electric Company
near Chicago.
- Emphasised the importance of human
factor in work situation.

Contd..
1. The illumination experiment :
- Objective was to observe the influence of illumination upon the levels
of output
- Researchers divided the employees into two groups
- One group called the test group was subjected to change in lighting
- The lighting condition for the other group called the control group
remained constant throughout the study
- When the test group’s lighting conditions were improved, productivity
increased as expected.
- Researchers found that productivity continued to increase even when
the lighting was reduced.
- It was realised that something in addition to lighting was influencing the
worker’s performance.

Contd..
2. Relay Assembly Test Experiment :
- 6 women telephone relay assemblers were placed in 2 separate rooms
- In one room the working conditions were altered and in the other room they
were not changed.
- Changes in the performance of workers were observed by changing the work
related factors
i. Increasing the wages
ii. Introducing rest periods
iii. Reducing the working days
- Workers were allowed to choose their own rest periods
- It was found that output went up in both rooms irrespective of changes in the
working conditions.
- Mayo concluded that physical conditions had no impact on output.
- Sympathetic attitude of supervisors, freedom in work environment, treatment
of workers and sense of belongingness were responsible for improved job
performance.

Contd..
3. Mass Interviewing Programme :
- Workers were interviewed by indirect questions by researchers.
- Programme was aimed at finding out the attitude of employees towards
their job, working conditions and supervision.
- Thousands of workers were interviewed
- It was confirmed that social and psychological needs and the attitude of
employees have definite influence on their working behaviour.

Contd..
4. Bank Wiring Observation Room Experiment :
- Conducted to investigate social pattern of behaviour of group.
- A group of 14 workers participated in this experiment
- They were paid on group basis
- An individual’s pay was dependent on the output of the entire group and his own
individual output.
- It was assumed that highly efficient workers would exert pressure on less efficient workers
to increase output and thus take advantage of group effort.
- The study confirmed that there existed informal group and regulated and affected
employee’s behaviour.
- The study proved that individual behaviour is regulated by informal social group.

Planning
• Selecting mission and objectives as well as the
actions to achieve them, which requires
decision making.

Planning
Defn:
“Planning is deciding in advance what is to be done”. –
W.H.Newman
“Planning is deciding in advance what is to be done. It
involves the selection of objectives, policies, procedures and
programmes from among alternatives”.- M.E.Hurely
“Planning is deciding in advance what to do, how to do it,
where to do it and who is to do it”. –Koontz and O’Donnell.

Features of Planning
1. Planning is goal oriented – seeks to achieve organizational
goals.
2. Future oriented – helps to manage future event to the best
advantage of the Orgn. Essential to predict the future.
3. An Intellectual process – It is a mental exercise involving
creative thinking. Involves logical and systematic thinking.
4. Primary function – It is the most basic function

5. Planning is pervasive – Required in all types of
orgns. and at all levels of mgt.
6. Planning is Continuous – It is an ongoing process.
Prepared for a specific time period. At the end of
the period new plans have to be prepared.
7. Aims at efficiency – Prepared to achieve the
objectives in the best way. Leads to acomplishment
of desired objectives.

Benefits/Importance/Merits of
Planning
1. Planning makes objectives clear
- Goals are decided in advance
- Planning serves as a guide
2. Helps the Organization to keep on the right path
- Employees understand how their action relate to the
organizational goal.
- Avoids aimless action

3. It reduces risk and uncertainty
- Helps to predict future
- Prepares to face unexpected events with the
help of planning
4. Improves efficiency of operation
- Helps to eliminate wastage and optimum
utilization of resources
- Helps to minimize cost of production

Contd..
5. Provides basis for control
- Actual performance against standard can be
measured
- Corrective action may be taken to rectify the
deviation
6. Facilitates decision making

7. Helps in effective co-ordination
- Determines the activities of different individual
groups and departments
8. Planning facilitates effective delegation
9. Goals, Policies, procedures and programmes are
determined in advance

Limitations of Planning
1. Planning premises may not be fully reliable
2. Technological changes
3. Availability of time is a limiting factor
4. Cost involved in planning is also a limiting factor
5. Procedural and policy rigidities proved to be a hindrance to
planning
6. Political changes
7. Trade Unions
8. Lack of Planning skills
9. Lack of specific goals and objectives
10. Resistance to change

Steps in Planning
1. Determination of Objectives :
- To define Orgn. Objectives/Departmentwise
objectives
- Objectives should be clear and specific
- What is to be done and accomplished?
- Objectives specify the results expected
- Objectives specified in Key Result Areas
- Key Result Areas are profitability, sales, R&D,
manufacturing…etc

Contd…
2. Establishing Planning Premises :
- Planning premises are the assumptions about the future
ie expected external and internal conditions
- Provides boundaries in which plans will be implemented
- There are Internal and External premises
Internal premises
- Internal factors which influences the level of planning - organizational
objectives, policies,programs, man, material, money, machine and methods.
External premises :
- External factors which affect the level of planning - political conditions, govt.
policies, import and export regulations, licensing procedures, tax structure,
regulations of Reserve bank, guidelines by Registrar of Companies.

Contd..
3. Identification of Alternate course of action :
- Based on objectives and planning premises, various
alternatives are identified
- To identify all possible alternatives, it is necessary
to collect and analyse all relevent information.
- Manager has to examine the various alternatives
carefully in the light of planning premises.

Contd..
4. Evaluation of alternate course of action :
Manager compares relative importance of alternate course
of actions by weighing complex factors both tangible and
intangible
Tangible factors :
Profit, cost, funds, return on investment, break even point
Intangible factors :
Goodwill, Public relation, Morale of workers..etc
It is a decision making process.

5.Selection of best course of action from alternatives
- After evaluation of various alternatives, the best alternative
is selected.
- The organization follows the suggested course of action.
6. Formulation of Action Plan :
- After basic plan is decided, detailed plans are to be
developed
- Detailed plans refer to the policies, procedures, programmes,
schedules, budgets…etc.
- Eg. When a company decides to develop a new product,
plans concerning product design, funds, purchase of
equipments/raw materials, recruitment, selection, training,
production, marketing, advertisement…etc are to be
formulated

7. Communicating the Plan :
- Explained to subordinates to earn their support in the
execution of plans
- To get whole hearted co-operation from employees
8. Follow-up action :
- Actual performance will be compared with the standard
- If there is any deviation follow-up action should be taken
- Regular follow-up is needed for effective implementation

TYPES OF PLANS
1. Mission :
- Explains fundamental purpose of the Orgn.
- Explains how an orgn. will conduct its
business
- Defines basic intention of the firm
- Necessary to formulate meaningful
objectives

Contd..
2. Objectives :
- It explains the future destination an orgn.
Wants to attain.
- Constitutes the basic plan of the orgn.
- Determined at the outset of planning
- Determined for the orgn. as a whole or for
an individual department
- Should be stated clearly to make the
employees to understand

Contd..
3. Policies :
- General rule in written statement to be followed in
repetitive situations.
- Standing order to handle repetitive problem
- Managers consult the policy for decision making
- Provides basic framework within which managers operate
- Exists at all levels of management
- Eg. Production policy, Marketing policy, Personnel policy..etc
- Policy should be communicated to all managers.

Contd…
4. Procedures :-
- Administrative Guide – prescribing the sequence in which various
activities are to be performed.
- Systematic way of handling regular events
- Planned sequence of operation for handling recurring business
transactions
- Formulated on the basis of Research and Analysis
- Helps in standardising and streamlining day to day activities
- Once a procedure is established all employees follow it

Contd..
5. Rules :
- Statement of action asking subordinates to behave in a particular
manner
- Prescribe in advance what is to be done or not to be done in a specific
situation
- Must be strictly followed
- Generally pertains to administrative area
- Helps to regulate behaviour
- Violation is generally associated with disciplinary action
- More rigid than a policy
- Essential for smooth operation of business
- Eg. No smoking, No entry

Contd..
6. Programme :
- Step by step approach to guide action necessary to reach
pre-determined targets
- Good programme ensures smooth and efficient operation
- Procedure tells how it is to be done whereas programme
tells what is to be done
- Eg. Programme to start a new factory, Computerisation of a
department

Contd..
7. Budget :
- It is an appraisal of expected expenditure against anticipated income for a
future period
- Prepared in units of output, manhours, machine hours, sales target, expenses,
revenue..etc
- Helps to compare the actual results with the budgeted one
- An instrument for managerial control
- Should not be rigid, should be flexible
- Eg. Production budget, Sales budget, Materials budget, labour budget, cash
budget, Master budget

Contd..
8. Strategy :
- Defined as unified, comprehensive and integrated action plan designed to
achieve specific objectives in the event of difficulty
- Has been customarily used in army
- Relevant for business orgn. due to rapidly changing environment
- Fomulated on the basis of careful situational analysis of the orgn. and its
environment
- Define the long term course of action for an Orgn. in the light of its
environment.
- Includes determination of organizational objectives for long term period

Contd..
9. Methods :
- Prescribed manner of performing a given task with adequate consideration to
the objective, facilities, available time, money and effort
- Specifies how a task is performed in the best manner
- Indicates the techniques to be followed in performing a job
- To find out the best way of doing a piece of work
- Determination of method to be employed in any situation depends upon the
manager’s experience, knowledge and creativeness
- Various techniques available for methods improvement are time and motion
study.

Management by Objectives(MBO)
Defn.:
It is a process whereby the supervisor and subordinate managers of an orgn. Jointly identify
its common goals, define each individual’s major areas of responsibility in terms of results
expected of him and use these measures as guides for operating the unit and assessing the
contribution of each of its memebers.
- MBO is also known as Management by Results
- The MBO was coined by Peter Drucker
- The fundamental principles of MBO is mutual setting of objectives between each subordinate
and his supervisor
- Objectives are set by each manager either by participation or consultation
- It is aimed at increasing the effectiveness of managers.
- Periodic review of performance is an important features of MBO

Features of MBO
- MBO emphasises participative approach to management
- The goals are determined by managers in consultation with their
subordinates
- MBO is performance oriented – that is why its other name is Management
by Results
- MBO creates linkage between organizational goals and individual goals
- The performance of employees are periodically evaluated in the light of
predetermined targets
- MBO is a continuous process

MBO Process/Steps in MBO
1. Setting of Objectives :
- Involves setting up of Organizational goals and
goals of various divisions and departments
- Goals of individuals are derived from the
departmental goals
- Each dept. sets its long range and short range
objectives with the approval of top mgt.

Contd..
2. Developing Action Plan :
- Both supervisors and subordinates meet to develop action plan
- They analyse key results as goals are represented in terms of results
The key results should contain the following
Information
- Overall objectives of the subordinates
- Key results that are to be achieved to fulfill
individual objectives
- Task priorities both long term and short term
- Assistance that is expected from the supervisor and from other
departments
- Reports to be generated to carry out self evaluation
- To set standards for performance evaluation

Contd..
3. Establishing standards of performance :
- Supervisor establishes standards of performance for
evaluating the progress of subordinates
- The standards should be defined quantitatively
- MBO ensures periodic meetings between the supervisor
and subordinate to review the progress towards the
accomplishment of targets of subordinates

Contd..
4. Review of Performance :
- Informal performance appraisal of a subordinate is done by his
immediate supervisor almost everyday
- Formal appraisal is usually done once in a year
- The performance of every individual is evaluated interms of the
standards or results clearly agreed to by the supervisor and
subordinates
- Performance review aims at assisting the subordinate to improve his
performance in the future
- It also helps in setting fresh goals for the next year

Merits of MBO
1. Helps in better planning – involves in setting of goals through
active participation of both supervisor and subordinates
2. Basis for better control – a clear cut set of verifiable goals serve
as a basis for better control
3. Higher productivity – Considerable improvement of
productivity since goals are set by the supervisor in
consultation with the subordinates
4. Motivational force – Offers a feeling of true participation in the
task
5. Better morale among the employees – participative decision
making and two way communication psycologically influence
the subordinates and result in better morale among the
employees
6. Better appraisal of performance – Appraisal is result oriented;
an individual himself can evaluate the results of his own
performance; performance appraisal can be done honestly by
MBO
7. Executive Development - MBO is a tool for self development of
executives

Limitations of MBO
1. Time consuming
2. Resistance to adopt MBO technique
3. Lack of training – both supervisors and subordinates
4. Expensive process
5. Limited application
6. Difficulty in setting goals
7. Difficulty in teaching MBO philosophy
8. Danger of inflexibility

Strategic Planning/Corporate Planning
- It is a systematic process of long range planning, taking into account of the resources and the
capabilities of the Orgn. and the environment within which it has to operate and viewing the
Orgn. as a total corporate unit.
- Long range plan covering nearly 5 to 10 years
- Deals with the basic objectives and policies and corporate strategies.
- Covers all important areas of business activities such as profit, capital expenditure, Orgn.
Structure, pricing, marketing, finance, personnel, advertising, labour relations, product
planning, R&D, Social responsibilities..etc.
- Gives special consideration to environmental changes and uncontrollable factors
- Mostly carried out by the planning committee consisting of top executives of the company

Contd..
Steps followed by Planning Committee for efficient Strategic Planning
a. Determining long range objectives
b. An appraisal of the existing internal situation of the Orgn.
c. A review of the Organization’s position in the market
d. An evaluation of the present competition and a prediction of the futute competition
e. An assessment of the general economic factors in the country like money condition, the
phase of trade cycle..etc
f. A review of Govt.’s policy as regards employment, location of plants, pollution control,
consumer protection, taxation..etc.
g. Stragegic planning sets long term goals for the entire orgn.

SWOT Analysis
The term SWOT means Strength, Weakness, Opportunities and threats
a. Strength – It involves all good and advantageous aspects of the firm
Eg. Goodwill, reputation, brand loyalty, adequate financial resources.
b. Weakness – It involves all the bad aspect (-ve) of the Orgn. Weakness represent retarding influences
on the sucess of the Orgn. These must be thoroughly and honestly probed.
Eg. Non adoption of advanced technology, poor sales, lack of arrangement for management succession
at the higher level, inadequate R&D activities..etc.
c. Opportunities – They are usually external whereas strength and weakness are from iniside the Orgn.
Opportunities should be recognised and grasped firmly when they arise.
d. Threats – Like Opportunities, threats are most often from outside. Their adverse effect on the Orgn.
may be mainly due to weak mgt., interpersonal conflicts, lack of financial resources, changing
technology, cut throat competition, economic and political uncertainity..etc.
It is essential that SWOT analysis requires mgt. to work very closely and analytically at every aspect of
its operation.

Social Responsibility of Business
- It implies recognition and understanding of the
aspirations of the society and determination to
contribute to its achievement – George A.Steiner
- It is an obligation (of managers) to pursue those
policies, to follow those lines of action which are
desirable in terms of objectives and values of the
society – H.R.Bowen

Contd…
Areas of Social responsibilities of Business:
i. Towards the consumer and community
ii. Towards employees and workers
iii. Towards shareholders of companies
iv. Towards Governement

i.Towards the Consumer and
Community
- Production of cheap and better quality of goods and services
- Deciding priorities of production in the country’s interest and conserving
natural resources
- Preventing the creation of monopolies. It makes the community to face
high prices, short supply and inferior quality of goods.
- Providing after sales service
- Ensuring hygienic disposal of smoke and waste
- Achieving better public relations through education and other means
- Providing to the community true and adequate information about its
working
- Honouring contracts and honest trade practice
- Levelling out seasonal variations in employment and production through
accurate forecasts, production scheduling and product diversification

ii. Towards Employees and workers
- Fair wage to the workers
- Scientific selection and training and promotion of employees
without any discrimination on the grounds of sex, race,
religion and physical appearanc
- Satisfying the conditions of work and social security
measures.
- Good human relations(maintaining industrial peace), creating
atmosphere for collective bargaining, participative mgt…etc
- Freedom and self respect to employees
- Proper care of health of the employees
- Due consideration for employee’s valuable suggestions
- Welfare facilities to employees

iii. Towards Share Holders
- Mgt. has to keep the owners of the business well
informed about the progress and financial position of
the position.
- It is the responsibility of the mgt. to secure and
safeguard the investment of the share holders and
satisfactory declaration of dividend.
- Arranging timely meeting of the shareholders.

IV. Towards the Government
- Duty of the mgt. to pay taxes and other dues to Govt.
regularly
- To govern their business orgn. according to the laws and acts
concerning them
- To follow fair trade practices; should not encourage black
money, corruption, black marketing, artificial shortage of
goods, monopoly, unhealthy competitions…etc
- Policies should be laid down after taking into considerations
the provisions of various legislations and guidelines issued by
the Govt.
- Should continuously work to contribute to the socio-economic
goals of the nation.
- To use the national resources properly and economically and
must conserve them and take optimum utilization for national
betterment and advancement

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