Religious ideology and the power of the state in African past Essay

Religious ideology and the power of the state in African past - Essay Example mid Caliphate came to existence in 909 AD; the Fatimids ruled following the Berber revolt, and later on, attempted to acquire morocco and Egypt as well from the Mamluks who were in control (Islam in North Africa, N.d, slide 7). The Arab leadership was evident, which subjected people to pay taxes and conversion to Islam, failure to which they would be killed. With time, Arabic became the main language, which displaced other languages, and as a result, by the 14century, Christianity had been reduced to the ration of 1 in 10 Egyptians. Islam also spread among the Berber community, mainly through army membership; the Berber captives were converted to Islam once recruited to the army (Islam in North Africa, N.d, slide 12). Despite the Berbers’ resistance, when the Muslim army conquered Morocco and Algeria, the Berbers had to convert to Islam. Arabs had succeeded in conquering the Berber territories, forcing the Berbers to be slaves. This Arab rule introduced multi–cropping, aimed at increasing the state revenue. However, the severe famine of 1062-73 influenced the decline of Fatimid rule, which was overthrown later on by the Mamluk troops, and thereafter, Mamluks took over leadership in Egypt. It is rather evident that the Arab leadership influenced the spread of Islam all over North Africa. The Ptolemaic rule existed between 332-30BC; Ptolemaists succeeded Alexander the great. They focused on advancing Egypt, with port of Alexandria being their main achievement. As a result, Alexandria became the biggest city in Egypt, therefore attracting many people from different races (Greek conquest, N.d, slide 3). The Ptolemaists aimed at expanding trade from Europe to red sea and Indian Ocean, with the Greeks introducing camels. Aksum was one of the regions involved in trade; it was ruled by king Zoscales who was of Greek origin. In 146 BC, Rome had conquered Carthage, creating a new province, Ifrikiya. As a result, Rome exploited the agriculture sector in North Africa,

Peer response Assignment Example | Topics and Well Written Essays - 250 words

Peer response - Assignment Example The author vaguely states that,† I don’t believe that it will give you a bacon bowl â€Å"easily†.† He/she doesn’t state what grounds makes him/her believe so. Moreover, he/she doesn’t explain why he/she thinks the ad is ‘ridiculous’. The piece is well done. The author gives a detailed synopsis of the ad, the claims made and the methods used to convince people of the truth. Nevertheless, the author doesn’t state who is making these claim, which is an essential part of the assignment. The author should have elaborated how the system does slim the body fat. What is the science behind it? And is the method tested and proven to work? The author does make a few spelling mistakes e.g. he/she writes excerise instead of exercise and clincial instead of clinical. I also feel the author should have given his or her opinion on the claims made in the ad. He/she should make his/her stand known as to whether he/she thinks the claims are plausible or not and give reasons justifying the

Corporate Culture of Toyota

Corporate Culture of Toyota Toyota is one of the worlds biggest automobile producers; trade over 9 million models in 2006 on all over the world. Top 10 wealth Global 500 project, Toyota grades among the worlds leading worldwide corporations and is superior to be the most well-liked automaker. A success of the company is to that they the commitment to customer happiness. Toyota has been created by a set of values and principles that have their line in the companys formative years in Japan. Toyota gives the new thought of cars is about dreams, feeling and motivation. They are a single ability for Toyota to say where the aim is heading, and to prove its customers what they map in the mind as well as in future, but the fact is that Toyota engineer theres a lot more too automotive design than dreaming up what you want your car to look like on the outside. Designers have to work closely with engineers, production plants, and marketing specialists to create a car that is not only beautiful, but that will sell and is practical to own. Toyota company changes their model in every 3rd year, whereas other companies changes their models in every 5th year. History: According to the internet website Sakichi Toyoda, a productive creator, formed the Toyoda Automatic Loom Company founded on his innovative designs, one of which was approved to a British concern for 1 million yen; this money was utilized to help found Toyota Motor Company, which was maintained by the Japanese government partly because of the military purposes. The Japanese relied on overseas trucks in the war in Manchuria, but with the hopelessness, money was limited. Domestic invention would decrease costs, offer jobs, and create the country more self-governing. By 1936, just after the first victorious Toyoda vehicles were manufactured, Japan demanded that any automakers selling in the country needed to have a majority of stockholders from Japan, along with all officers, and stopped nearly all imports. (Article by Konrad Schreier) Toyodas car operations were placed in the hands of Kiichiro Toyoda, Sakichi Toyodas son; they started experimenting with two cylinder engines at first, but ended up copying the Chevrolet 65-horsepower straight-six, using the same chassis and gearbox with styling copied from the Chrysler Airflow. The first engine was produced in 1934 (the Type A), the first car and truck in 1935 (the Model A1 and G1, respectively), and its second car design in 1936 (the model AA). In 1937, Toyota Motor Company was split off. From 1936 to 1943, only 1,7,57 cars were made 1,404 sedans and 353 phaetons (model AB), but Toyoda found more success building trucks and busses. (Some of these early details are from http://www.geocities.com/toyotageek/) The Toyota KB, a 44 produced starting in 1941, was a two-ton truck similar to the prewar KC; it had a loading capacity of 1.5 tons and could run up to about 43 mph. The GB was based on the peacetime, 1.5 ton G1 truck, which in turn was based on the Model A1 cars. (From global spec). The first Toyoda truck was roughly a one-ton to one and a half-ton design, conventional in nature, using (after 1936) an overhead valve six-cylinder engine that appears to have been a clone of the Chevrolet engine of the time: indeed, a large number of parts were interchangeable, and Toyoda trucks captured in the war were serviced by the Allies with Chevrolet components. There was also a forty-horsepower four cylinder model, very similar to the six cylinders in design but rather underpowered for a truck with a full ton of capacity. Corporate culture: Corporate culture is a culture in which a term used to describe the joint principles, appeal systems, and process that offer a company with its own limited flavour and way. Businesses of all sizes posses some type of corporate culture, in that every company has a set of principles and goals that help to define what the business is all about. Here are some examples of rudiments that go into creating and defining a corporate culture. At the establishment of several company cultures are the values that preside over the function of the trade. These principles are typically expressed in terms of the policies and measures that describe how the company will function. This will take in how altered departments or functions recount to one another in the manufacture process, the queue of communication well-known among management and departmental workforce, and rules leading satisfactory behaviour of each one who is part of the company. This essential managerial society makes it probable to build up other layers of business culture based on these foundational factors. Toyotas Corporate Culture: The basic reason for Toyotas victory in the worldwide marketplace lies in its corporate attitude the set of rules and manners that run the use of its possessions. Toyota have profitably penetrated international markets and recognized a world-wide occurrence by good worth of its efficiency. The companys approach to both product development and distribution is very consumer-friendly and market-driven. Toyotas philosophy of empowering its workers is the attraction of a human resources management system that promotes creativity, continuous improvement, and innovation by encouraging employee participation and that likewise creates high levels of employee loyalty. Knowing that a workplace with high spirits and job satisfaction is more likely to produce reliable, high-quality products at affordable prices, Toyota have institutionalized many successful workforce practices. Toyota has done so not only in its own plants but also in supplier plants those were experiencing problems. While a lot of car manufacturer have earned a reputation for building high-class cars, they have been not capable to conquer Toyotas reward in human resource management, dealer networks and sharing systems in the highly reasonable car market. Much of Toyotas success in the globe markets is certified in a straight line to the synergistic recital of its policies in human resources management and supply-chain networks. Managing people: Toyota has taken various steps to build high performance teams: Stage 1: Orientation. The group needs strong way from the manager and must recognize the essential task, policy of commitment, and tools the members will use. Stage 2: Dissatisfaction. After leaving to job, the members find out it is harder than they thinking to work as a group. In this phase, they go on with to need strong path (structure) from the boss but also need a lot of communal maintain to get through the tough social dynamics they do not recognize. Stage 3: Integration. The collected group starts to build up a clearer image of the roles of various side members and begins to bring to tolerate manage over group processes. The head does not have to give much duty direction, but the group still wants a lot of public sustain. Stage 4: Production. The group become a high-performing team by their own and no longer they dependent on the leader. In a meeting, people do the similar mindless task frequently and are accountable only for a minute piece of overall manufactured goods. Toyota has attempted to augment jobs in a variety of ways. Some of the quality that make the job more inspiring take in job revolution, a variety of kinds of feedback on how workers are undertaking at their jobs, the andon system and important work group independence over the tasks. Toyota became involved in job enhancement in the 1990s and redesigned its congregation appearance so that the parts that make up a subsystem of the motor vehicle are installed in one particular area on the assembly line. Rather than a work group assembling electrical systems and then putting in floor mats and then door handles, a work group strength focus almost wholly on the electrical system under the cover. For white collar employees, Toyota organizes teams approximately complete projects from start to come to an end. For example, the plan of the interior of the car is the blame of one team from the plan stage from side to side production. Participation in the project from start to end enriches and empowers the member of staff. People are encouraged by demanding but achievable goals and measurement of advancement toward those goals. Toyotas visual management systems plus policy consumption means that teams always know how they are doing and are always functioning towards stretch development targets. Policy deployment sets demanding, stretch goals from the top to the bottom of the company. Careful capacity every day let work teams know how they are performing. A learning organization: According to internet when processes are steady, squander and inefficiencies become openly able to be seen, there is a chance to learn continually from improvement. To be a learning group, it is essential to have constancy of personnel, slow encouragement, and very suspicious succession systems to defend the managerial information base. To learn means having the ability to construct on the history and move forward incrementally, rather than starting over and reinventing the wheel with new personnel with each new task. The Toyota philosophy emphasises that accurate problem solving requires identifying the root grounds which often lies hidden away from the source. The answer lies in digging deeper by asking why the trouble occurred. The hardest part to find out is grasping the condition thoroughly before taking place with five-why analysis. Grasping the situation starts with observing the condition with an open mind and comparing the genuine situation to the measure. To clarify the problem, one must begin by going to where the problem is (genchi genbutsu). For Toyota, trouble solving is 20% tools and 80% judgment. For most other companies, it seems to be 80% tools and 20% thinking. A key to learning and increasing, not only within Toyota but in Japanese civilization, is Hansei, which generally means reflection. Hansei means reflection on the development of developing the vehicle. Hansei is the check stage of PDCA. It is used most often at the end of a vehicle program, but is being now moved addition al upstream so there are quite a lot of Hansei events at key junctures in the program. Conclusion: Becoming a lean enterprise involves a lot of hard work. The company should follow the recommend the following steps: Start with achievement in the technological system; follow quickly with cultural change. The social and technical systems of TPS are intertwined. If a company wants to change the culture, it must also develop true lean leaders who can reinforce and lead that cultural change. The best way a company can develop this is through action to improve the companys core value streams, supported by committed leaders who reinforce culture change. Start with value stream pilots to demonstrate lean as a system and provide a go see model. Within a value stream that defined by a product family. The model line should become a singularly focused project with a great deal of management attention and resources to make it a success. Use value stream mapping to develop future state visions and help learn to see. The team members learn together as they see the waste in the current state, and in the future state they come together to figure out how to apply the lean tools and philosophy. Value stream mappin g should be applied only to specific product families that will be immediately transformed. Use kaizen workshops to teach and make rapid changes. Using a talented and experienced facilitator who has a deep understanding of lean tools and philosophy with a specific problem to tackle makes all the difference in what can be accomplished. However, the kaizen workshop should not become an end in itself. Kaizen workshops are best used as one tool to implement specific improvements guided by a future state value stream map. Organize around value streams. In most organizations, management is organized by process or function. In a factory, there may be the paint department, the assembly department, and the maintenance department. Value stream managers have complete responsibility for the value stream and can answer the customer. Someone with real leadership skills and a deep understanding of the product and process must be responsible for the process of creating value for customers and must be accountable to the customer. Make it mandatory. If a company looks at lean transformation as a nice thing to do in any spare time or as voluntary, it will simply not happen.

The North American Continent :: History

The North American Continent There is tremendous difference in the way the native Indians used to live off the land and the way American Settlers are destroying the land even as we speak for the purpose of profit. The author of this story is trying to convey the damage and destruction wrought on by the Europeans in the relatively few years of habitation of the lands of America. The difference is not only cultural but also spiritual. While Native Indians viewed the land on which they lived as sacred, the European settlers arrived with the aim of exploitation, not only of the land but also of the native people. When you think about the creation the continents, beginning with Pangaea, how the landscape must have been very beautiful in its most natural setting. Imagine the great mountain ranges and the incredible forests and natural hillsides and plains and prairies that make up the countryside. It must have been breathtaking to be able to see the landscape of present day America in its natural state. As the water table began to recede, the first humans began to cross the Bering Straight to inhabit North America and South America. Travel to South America was made possible thought the Isthmus of Panama. Only now are we beginning to appreciate what the Native Indians were trying to convey to us. Native Indians have been living off the land and had not desire for industry or great wealth. They did not have a significant impact on the landscape. Europeans consumed the land away from the Indians starting with gold and silver. Vegetables such as potatoes and squash and tomatoes found their way back to Europe as did plants for medicines. Some of the more impressive aspects of the native Indians were the creation of many languages and many cultures. They expressed their creativity in their poetry and dance and rituals and ceremonies. Some rituals could last for days. The first Europeans had to be amazed to witness the exotic rituals that had never been seen before. Some Indians had tried diplomatic approaches to the intruding Europeans. One had formally spoken to the United States senate and another had negotiated with the French and the British. The significance is that the Indians lived off the land where there is no industry, no air pollution, no water pollution, and no deforestation. On the contrary, the Europeans came to establish colonies for the purpose of exploiting the land and people too.

Capitalism According to Karl Marx

Capitalism Harmonizing to Karl Marx InThe Communist Manifesto, Karl Marx evaluates the effects of capitalist economy on society and asserts that it has both positive and negative constituents. Marx states that capitalist economy ends feudal system, establishes the universe market, develops a more efficient commercialism, agglomerates population, and increases the technological procedure every bit good as communicating on land. However, Marx is extremely critical of capitalist economy. He notes the steep category division between the opinion middle class and the tuging proletarian categories and acknowledges this as a cardinal defect in the party. He views the category division as a merchandise of historical forms. Marx disagrees with the Southern Cross of capitalist society and its strong accent on pecuniary dealingss. He believes the subjugation of the workers will imminently spur the overthrow of the middle class. Marx makes a persuasive and perceptive statement analysing the advantages and disadvantages of capitalis t economy, while foretelling its eventual death. Marx underscores this theory by prefering socialism as a gradual replacing for capitalist economy, which would so germinate into to entire Communism. Feudalism, from Marx’s position, was an inefficient economic system that â€Å"no longer sufficed for the turning wants of the new markets† ( 10 ) . Marx credits capitalist economy with the terminal of feudal system. The feudal system was no longer compatible with the turning productive forces ; feudal system was curtailing the really productiveness and exchange of the fabrication industry. As demand for new merchandises continued to lift, universe markets continued spread outing. The consequence was the fabrication system, which had later turned into the â€Å"giant, modern industry† ( 11 ) . Through industry, there was an instant betterment in production. The addition in the velocity and efficiency of production helped come on the invention of new engineering. In add-on to stoping feudal system and holding created a more efficient economic system, Marx sees capitalist economy as going a revolution. Marx takes note that the productivity of the spread outing universe markets was the fastest of all time witnessed earlier. â€Å"The middle class during its regulation of scarce one hundred old ages, has created more monolithic and more prodigious productive forces so have all preceding coevalss together† ( 14 ) . Capitalism’s enlargement led to the formation of a well-developed commercialism, pilotage, and land communicating. As a consequence of those accomplishments, there was a growing in urbanisation, increased capital, and the changeless betterment of industry ( 11 ) . The middle class has subjected the state to the regulation of the towns. It has created tremendous metropoliss, has greatly increased the urban population as compared with the rural, and has therefore rescued a considerable portion of the population from the idi ocyofrural life† ( 14 ) . Marx argues that the specifically capitalist system of production and itsurban systems incorporate people and compelled them to interact in a mode that was unprecedented in rural countries. Later, Marx will see this efficient economic revolution as the stepping-stone towards Communism. Capitalism contributed vastly towards the development of the modern province. Although the replacing of Feudalism did present an improved economic system, Marx disputes that it did non include the devastation of its category hostility. The two categories within society were resolutely split and developed into two obviously contrasting categories. A hierarchy was formed with the middle class on top as the opinion category and the laboring workers on underside. There were no societal differentiations between the two categories besides their differing functions in capitalist community. From the outgrowth of this new industry came its leaders, the modern middle class, and the workers, the modern labour category, â€Å"who live merely so long as they find work, and who find work merely so long as their labour additions capital† ( 16 ) . Marx characterizes the mercenary middle class as opinion over the workers thanks to the go oning addition of capital and private belongings. The workers were a agency of production, no longer necessitating any specialised acc omplishments like before capitalist economy ; they were an â€Å"appendage† of the machine ( 16 ) . â€Å"The middle class has stripped of its aura every business hitherto honored and looked up to with reverent awe† ( 12 ) . Occupations that were one time considered to be skilled labour were losing their prestigiousness as their specific accomplishments were rendered worthless under new methods of production ( 17 ) . The middle class attempted to deskill their places and therefore rid society of a in-between category. By deskilling doctors, attorneies, and priests, the middle class could force these workers into the labor category where they could work and suppress them with much greater easiness. The lower strata of the in-between category began to drop into the workers as good. Nonetheless, an spread outing labor category was deriving in both Numberss and in strength thanks to the steps which unified workers under capitalist production. Marx criticizes capitalist economies ageless demand for the revolutionizing of production and the instability that this causes. The â€Å"everlasting uncertainness and agitation distinguish the middle class era from all earlier ones† ( 13 ) . He sees this as contradictory and irrational because it is non executable to anticipate lasting uninterrupted growing and enlargement for economic success. The demand to constantly spread out one’s market drives the middle class to work markets all over the universe. â€Å"All that is solid thaws into air† ( 13 ) . Metaphorically talking, Marxhighlights the instabilities within capitalist economy. He underscores that the ceaseless demand for growing leaves capitalist economy without a â€Å"solid† foundation. The middle class, as Marx puts it, â€Å"played a most radical role† ( 12 ) . The middle class may hold ended the feudal ties that bounded people to their â€Å"natural higher-ups, † nevertheless ; they established the workman as merely a â€Å"paid wage-laborer, † without any personal worth ( 12 ) . Marx believes that the middle class have belittled the working-class adult male, the worker, into nil more than a trade good. He goes on to state â€Å"a category of labourers, who live merely so long as they find work, and who find work merely so long as their labour additions capital† ( 16 ) . Marx claims the workers have no single character and go obviously a beginning of capital for the middle class. The laden workers would finally get the better of this by subverting the middle class. Marx believes capitalist economy will, at one point, no longer be compatible to run society. The workers do non come on with the increasing industry ; They â€Å" [ sank ] deeper and deeper below the conditions of being of [ their ] ain class† ( 22 ) . The middle class relied on capital. Capital is merely produced every bit long as the wage-laborers are portion of production. However, in capitalist economy, competition with engineering unfolded and threatened the wage-laborers’ topographic point in production. The proletarians’ topographic point in production regressed and became threatened of bing. Marx states that the middle class are no longer suit to be the â€Å"ruling category in society, † because of this. The workers, who have no ownership of belongings or power over productive forces, were the bulk of society ; hence, their battles should be the battles of the state ( 21 ) . Marx theorizes that the workers would subvert the middle class hierarchy fueled by their ain category battle. The middle class in respects to capitalist economy, in Marx’s position, was â€Å"like the magician who is no longer able to command the powers of the nether universe whom he has called up by his spells† ( 15 ) . The middle class developed excessively much power over the on the job category and enslaved them â€Å"by the machine, † with changeless labour ( 17 ) . Marx stated that the middle class oppressed the workers to the point of revolution and overthrow. What makes the workers capable of subverting the dominant middle class was that they had increased in figure and strength, holding become more greatly concentrated in the multitudes ( 18 ) . Ironically, the enlargement of capitalist economy under the middle class is what assisted the workers in doing the overthrow possible. The workers were better able to pass on with one another through the improved engineering. Furthermore, the workers could form themselves into labour brotherhoods that could order statute law to be passed in acknowledgment of worker’s involvements. Marx establishes the fact that the middle class become so consumed by their power from capitalist economy, that they lose sight of how laden the workers become. In response to the failures of the middle class towards intervention of the workers, and the proletarian’s rise to laterality, Marx presents Communism. The Communist party sought the overthrow of middle class domination and the rise of power from the workers ( 23 ) . The Communists represented the involvements of all workers, and do non organize opposing propertyless parties. How the Communists achieved this, Marx inside informations, is that they abolish private belongings. By acquiring rid of private belongings, the anchor of capitalist economy, the middle class lose their societal power and go at equal footings with the workers. They converted private belongings to ‘common property’ so that they could acquire rid of category character, which separated the workers from the middle class. The Communists besides sought the elimination of the proletarians’ lowly map in capitalist economy, to increase the bourgeoisie’s capital ( 25 ) . Alternatively, the Communists wanted to â€Å"centralize all instruments of production in the custodies of the state† so that there would non be power in the custodies o f the few ( 31 ) . The overall end of the Communists could be seen as no longer holding the category hostility as were in capitalist economy, and holding the whole state be in control of the production so that there was no laden category. Although Marx sees capitalist economy as holding positive benefits in society, he does non believe it was the right way for society to follow. Capitalism made headroom towards a genuinely revolutionized modern province. It increased productiveness among universe markets, introduced new engineering and communications, and achieved industrialism. However, category hostilities were non eliminated, and alternatively became more profoundly embedded. The middle class and workers had turned into two viing categories through capitalist economy. Materialism was more extremely regarded than individuality, holding led to the workers suffered. Marx sees capitalist economy as the measure towards accomplishing pure Communism. Communism would acquire rid of the societal hierarchy founded in the capitalist system, holding made the workers equal. In decision, Marx’s persuasive and perceptive essay efficaciously answers why capitalist economy overall does non function good for the working-class , and was instead a needful revolution for the measure towards Communism.

Milk Tea Essay

BUSINESS POLICY AND STRATEGIC MANAGEMENT Business Policy as Discipline The origin of business policy can be traced back to 1911, when Harvard Business School introduced an integrative course in management aimed at the creation of general management capability. This course was based on interactive case studies which had been in use at the school for instructional purposes since 1908. The course was intended to enhance general managerial capability of students, the introduction of business policy in the curriculum of business schools/management institutes came much later. In 1969, the American Assembly of Collegiate School of Business, a regulatory body for Business, a regulatory body for business schools, made the course of business policy, a mandatory requirement for purposes of recognition. Basically business policy is considered as a capstone, integrative course offered to students who have previously been through a set of core functional area courses. The term â€Å"business Policy† has been traditionally used though new titles for the course have begun to be introduced in recent years. According to William F. Glueck, development in business policy arose from the development in the use of planning techniques by managers. Starting from day-to-day planning in earlier times, management tried to anticipate the future through preparation of budgets and using control system like capital budgeting and management by objectives. With the inability of these techniques to adequately emphasize the role of future, long-range planning came to be used. Soon, long range planning was replaced b y strategic planning, and later by strategic management, a term that is currently used to describe the process of strategic decision making. Business policy, as defined by Christensen and others, is â€Å"the study of the functions and responsibilities of senior management, the crucial problems that affect success in the total enterprise, and the decisions that determine the direction of the organization and shape its future†. The problem of policy in business, like those of policy in public affairs, have to do with the choice of purposes, the moulding of organizational identity and character, the continuous definition of what needs to be done, and the mobilization of resources for the attainment of goals in the face of competition or adverse circumstances. Business policy tends to emphasize on the rational-analytical aspect of strategic management. It presents a  framework for understanding strategic decision making. Such a framework enables a person to make preparations for handling general management responsibilities. Meaning and the Nature of Management To understand strategic management. We need to have a basic understanding of the term management. The term management can be used in two major contexts. A) It is used with reference to a key group in an organization in-charge of its affairs. In relation to an organization, management is the chief organ entrusted with the task of making it a purposeful and productive entity, by undertaking the task of bringing together and integrating the disorganized resources of manpower, money, materials, and technology into a functioning whole. An organization becomes a unified functioning system when management systematically mobilizes and utilizes the diverse resources. The survival and success of an organization depend to a large extent on the competence and character of its management. Management has to also facilitate organizational change and adaptation. B) The term is also used with reference to a set of interrelated functions and processes, to a field of study of discipline in social science and to a vocation or profession. The functions and processes of management are wide-ranging but closely related. They range all the way from design of the organization, determination of the goals and activities, mobilization and acquisition of resources, allocation of tasks and resources among the personnel and activity units. They also include adoption of certain techniques, tools and methods for carrying on activities, through articulation of skills and efforts of organizational personnel in a unified manner and installation of communication and control system to ensure that what is planned is achieved. A wide range of definition of management exist in the literature on management. Here we shall cite the definition of a few theories: Peter Drucker: Management is a function, a discipline, a task to be done, and managers practice this discipline, carry out the function and discharge these tasks. Dalton McFarland : Management is the process by which managers create, direct, maintain and operate purposive organizations through systematic, co-ordinated an co-operative human effort. Management is an influence process to make things happen, to gain command over phenomina, to induce and direct events and people in a particular manner. Influence is backed by power, competence, knowledge and resources. Managers formulate their goals, values and strtegies, to cope with, to adapt and to adjust themselves with the behaviour and changes of the environment.