(a)   Management is a distinct process consisting of such functions as planning, organizing, staffing, directing, and controlling.

(a)   is the most fundamental and the most pervasive of all management functions.

(a)   is a continuous and vital function of management.

It is placed at the bottom of the hierarchy of management, and actual operations are the responsibility of this level of management.

(a)  

(a)   is the function of ensuring that the divisional, departmental, sectional and individual performances are consistent with the predetermined objectives and goals.

It is part of the decision-making process in which rational decision-making involves concrete objectives.

(a)  

This technique was developed by Alex F. Osborn and is one of the oldest and best-known techniques for stimulating creative thinking.

(a)  

An example of a quantitative technique that discusses the probability of the occurrence of an event can be assumed to be known, even when a particular outcome is unpredictable.

(a)  

An example of a quantitative technique which is the simplest approach for showing the relationship of revenue to cost is called (a)   .

(a)   is the function of establishing such relationships among various parts of the organization that they all together pull in the direction of organizational objectives.

(a)   is concerned with "thinking" functions such as laying down policy, planning, and setting up standards.

(a)   is concerned with the "doing" function such as the implementation of policies and directing the operations to attain the objectives of the enterprise.

The (a)   is the manager's understanding of the nature of the job that people under him have to perform.

(a)   is the ability to interact effectively with people at all levels.