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interdepartmental and intradepartmental co-ordination. The manger has to know that he is dealing with people, who have different motives and propensities. Some may be moved by pecuniary benefits while for some recognition may be more important. Again, rewards promotions and punishments - demotions may persuade some others. Trade unions are also ever-ready to throw the spanner in the wheel. Manager who cannot reconcile these conflicting considerations cannot ensure the desired profitability of the organisation and may soon be shown the door.
C. Production Management Production management involves procurement of raw materials of right qualities in right quantities, to have their adequate stock in order to meet the plant's demand for a considerable period, to ensure proper running of the plant with lowest mean time between failures (MTBF), to ensure proper quality assurance, to produce in accordance with projected market demand so as to avoid shortages as well as inflated inventories. Some of these requirements are in direct conflict with some of the others. The reconciling of such conflicting requirements is the hallmark of Anekānta.
D. Marketing Management - No organisation can survive unless it can sell what it produces. The Marketing pundits aver that in a market steeped in competition, it is not only the best product that sells but also the best-advertised one that does. Marketing involves market-research, advertisement, demand and supply analysis, customer satisfaction, and competitive price-structure and a host of other considerations. The marketing manager has to consider as to how much to spend on the marketing research, advertisements, incentives to the marketing network and the customers, so as to attract enough attention and yet to keep the prices competitive. The 5
364: JAINISM: THE CREED FOR ALL TIMES
