Reference No: QM0193TECPages: 13Published on: 1, January, 1984
Abstract: This note contains a description of a decision support system for district-level planning from the user's viewpoint. The system described has a good query and tabulate facility for extracting data pertaining to infrastructure facilities existing in a given district. ... More
Reference No: ECO0289TECPages: 12Published on: 1, January, 1984
Abstract: The note explains the concepts and measurements of labour force, employment and unemployment. It also provides time series and cross section data of these various magnitudes for India. ... More
Reference No: CMA0592TECPages: 10Published on: 1, January, 1984
Abstract: Briefly explains various terms and concepts frequently used or misused in the day-to-day dealings in financial matters in the agricultural sector. The idea is to give the reader the correct understanding of these concepts for proper usage. ... More
Reference No: BP0187TEC-HindiPages: 7Published on: 1, January, 1984
Abstract: यह नोट सुनने में मौखिक संचार के महत्त्व के साथ, सुनने में मनोवैज्ञानिक एवं भौतिक बाधाओं और श्रोता व वक्ता व्यक्तिगत रूप से क्या कर सकते हैं तथा ग्रहण कर सकते हैं। अवधारण और मौखिक संदेशों को याद रखने के लिए एक साथ सुधार कर सकते हैं यह भी बताता है।
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Reference No: ECO0286TECPages: 17Published on: 1, January, 1984
Abstract: An account of the textile industry environment and the various competitive forces operating within the industry. The note describes the growth of the textile industry, and some indicators of profitability of a few operating textile units in the industry. ... More
Reference No: BP0186TECPages: 6Published on: 1, January, 1984
Abstract: In using the problem-solving and situational approach, the manager has to ask himself: (1) Whether he has understood the situation by rigorously and repeatedly asking the following questions: What? When? How? Why? Who(m)? Where? How much (many)? and (2) Whether he has brought all his creative, logical, and critical thought processes ... More
Reference No: CMA0590TECPages: 10Published on: 1, January, 1984
Abstract: Describes the objectives, membership, resources, eligibility, and procedures of refinance, and various data on the performance of the institution till the year it was assimilated in the newly established NABARD. ... More
Reference No: BP0184TECPages: 18Published on: 1, January, 1984
Abstract: This note attempts to answer the following questions: (1) What is the structure of a model and what are its constituents? (2) How does a model assist the planning process? (3) How do we build a model? (4) What are the conditions for the success of a model? (5) What are the limitations of a ... More
Reference No: CMA0588TECPages: 4Published on: 1, January, 1984
Abstract: Conceptualizes various components of lending costs for a formal lending agency. It also covers the type of sources of funds for these agencies and their impact on these costs. It explains the sources of high lending costs. The idea is to motivate the readers to think of appropriate lending programmes ... More
Reference No: ECO0292TECPages: 15 Published on: 1, January, 1984
Abstract: This note seeks to describe Indian labour markets. It discusses the importance of labour markets and the limitations of theories developed to describe Western labour markets in the analysis of Indian labour markets. ... More
Reference No: PROD0190TECPages: 5Published on: 1, January, 1984
Abstract: Describes an organization's experience in organizing the productivity programme. The technical and organizational aspects are dealt in the context of an engineering industry. The implementation of productivity programme is also discussed with the shop?level experience. ... More
Reference No: BP0182TECPages: 17Published on: 1, January, 1984
Abstract: This note presents a comprehensive view of the various dimensions of formal corporate planning. It covers aspects like stepwise process for formulating corporate plans effectively and efficiently; discussion of various types of plans like strategic, operational and project plans; organizing for planning and the role of the corporate planner; reasons ... More
