Measurement of Actual Performance
Once performance standards are set, the next step is measurement of actual performance. Performance should be measured in an objective and reliable manner. Some of the techniques used for measuring the performance are personal observation, sample checking performance reports etc.

Management comprises of three dimensions, viz:

(i) Management of work It is concerned with performance of tasks in an organisation.
(ii) Management of people It implies dealing with employees as individuals and dealing with individuals as a group.
(iii) Management of operations It is interlinked with both management of work and management of people.

Consumer rights became law in 1972 during President Kennedy's term in office. There are dozens of advocacy groups and organizations to help consumers who feel they've been taken advantage. However, each consumer has several responsibilities of his own to ensure the rights outlined in America's Bill of Consumer Rights.

While consumers have the right to be informed, they must also inform themselves to the best of their abilities about product and service knowledge. Whether you are purchasing equipment for your home or receiving treatment at a hospital, you need to know what other comparable products are on the market. With this information you have a chance to choose the best product and service for your needs.

Delegation refers to the downward transfer of authority from a superior to a subordinate. Delegation involves granting of authority to subordinates with a view to make them perform the assign duties.

Yes, directing is the heart of management process. It means guiding, inspiring and supervising the people to work for the betterment of the organisation.
Importance of directing :
1.Initiates Action
Directing is the execution function of converting plans into action. While the other functions prepare a setting for action, it initiates action in the organisation for the achievement of predetermined goals.
2. Integrates Employees Efforts
Directing helps a manager to integrate individual efforts towards the achievement of organisational goals. It ensures that all individuals work for the benefit of the organisation, by establishing harmony between organisational and personal goals.
3. Provides Leadership
Effective directing provides motivation and leadership to the employees, which helps them to identify their potentials and realise their latent capabilities, leading to growth.
4. Introduces Changes
Changes in an organisation are usually resisted by employees. Through effective direction, a manager can explain the purpose and benefit of such changes to the employees. Various incentives may also be offered to motivate them and accept the changes whole heartedly.
5. Provides Stability
Effective directing helps to develop co-operation and commitment on part of subordinates. This provides stability to the organisation and helps to achieve balance among various groups, activities and departments.

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Objectives of Management Objectives can be classified into organisational, social or personal
(i) Organisational Objectives
(a) Survival It exists for a long time in the competition market.
(b) Profit It provides a vital incentive for the continued successful operations.
(c) Growth Success of an organisation is measured by growth and expansion of activities.
(ii) Social Objectives Involves creation of benefit for society.
(iii) Personal Objectives Objectives of employees like good salary, promotion, social recognition, healthy working conditions.

1. Gathering and Analysing Market Information: One of the important functions of marketing is to gather and analyse market information. It helps to identify the needs of the customers and take various decisions for the successful marketing of the products and services. It also helps to analyse various opportunities and threats as well as strengths and weaknesses of the organization.

2. Marketing Planning: Another important activity of a marketer is to develop suitable marketing plans so that the marketing objectives of the organisation can be achieved.

Internal limitations of planning are:

• Planning leads to rigidity Once the plans are made it is difficult to change them.
• Planing does not work in dynamic environment Business environment is constantly changing. Planning cannot foresee everything and thus, there may be obstacles to effective planning.
• Planning reduces creativity Planning in done by top management. Middle level management merely follow the plans and are not permitted to act on their own. Thus, initiative and creativity gets lost in the process.
• Planning involves huge costs A lot of expenditure in the form of research, meetings, etc is incurred.
• Planning is a time consuming process Sometimes a lot of time is taken in drawing up plans and hardly any time is left for its implementation.
• Planning does not guarantee success Mere making of plans and not implementing them in their true sense, makes the plans useless.

External limitations of planning are:

• Unforeseen events Natural calamities like floods, earthquakes, etc are beyond the control of managers, that cause failure of plans.
•  Political outlook Political outlook towards industries and their intervention also affects the company’s plans.
• Environmental changes Changes in social, economic, legal and technological environment may affects forecasting and planning.
• Competitors’ strategy Sometimes, a change in the strategy of competitors may lead to failure of planning.

The selling concept is being followed since the company has appointed 30 trained salesman for distribution of the machines across the country they offered incentives and awards to salesman for achieving their sales targets. Since the focus is on regressive selling for profit maximisation motive, the selling concept philosophy is being discussed here.

Qualities of a Good Salesman: A good salesman should posses the following qualities:

1. Physical Qualities: A salesman can be called a good salesman if he possesses healthy physique and attractive personality. Physical fitness is the greatest asset of a salesman. Physical qualities include personality, stamina, health and tolerance and Personality includes Good appearance, pleasing voice etc.
2. Mental Qualities: A good salesman should have a high degree of intelligence and imagination. He should understand the customers quickly and read his mind. Other qualities-mental alertness, sharp memory, initiative, imagination and self-confidence.
3. Social Qualities: Since a salesman has to deal with persons living in the society, so he must also possess social qualities. These mainly include: Sociability, tact, sound character, sweet nature, etc.
4. Vocational Qualities: Qualities which are directly concerned with the functioning of a salesman are known as vocational qualities. It includes mainly: knowledge of product, knowledge of competitive products, training and aptitude. He must have extensive knowledge with regard to the manufacturing process of his product, method of its use, its advantages, etc. 
5. Good Communication Skill: A good salesman should possess a controlled voice and a good command over the language. He should be clear of what to be communicated.

Departmentalisation

Consumer Protection Act is an act of the Parliament of India enacted in 1986 to protect the interests of consumers in India. It makes provision for the establishment of consumer councils and district forums for the settlement of consumer's disputes and other related consumer problems.

External forces are forces caused by external agent outside of the system. Internal forces are forces exchanged by the objects in the system. To determine what part should be considered external and internal, mechanical system should be clearly defined. Examples of external forces include dead loads, such as the weight of the structure itself and the non-structural materials it supports, and live loads, which include moving loads, such as occupants, goods, and furniture, as well as wind loads, seismic loads, and impact loads, among others.

 Following is the step in process of Planning: 

Setting objectives: The first and foremost step is setting objectives. Objectives may be set for the entire organization and each department or unit within the organization. Objectives or goals specify what the organization wants to achieve. Objectives should be stated clearly. Management must contribute ideas and participate in the objective setting process. If the end result is clear it becomes easier to work towards the goal. 

B. Following is the last step to be performed by Quick Bizz as part of the process of Planning: 

Follow up action: To see whether plans are being implemented and activities are performed according to schedule is also part of the planning process. Monitoring the plans is equally important to ensure that objectives are achieved. 

Functional Structure

As the name suggests, in a functional structure grouping is based on functions. This means that similar jobs are integrated into functions and major functions are further categorised as departments which are handled by respective coordinating heads. These departments can further consist of sections

Advantages

• Since functional structure revolves around functions, the division is such that an employee performs a specific set of tasks as a part of his routine. Effectively, this creates room for job specialisation and efficient use of manpower.
• Again, as similar tasks are grouped together into a function and emphasis is laid on specific functions, this structure facilitates coordination and control.
• In a functional structure, we keep similar tasks together and different tasks away. This implies that there is no scope for duplication. Effectively, this lowers cost.
• As the focus is mostly on a specific and limited range of skills, training of employees becomes easier.
• This also leads to an increase in managerial efficient which in turn increases profit margins.
• Lastly, it ensures that all the diverse tasks get a fair amount of attention.

Disadvantages

• A major drawback of the functional structure lies in its definition itself. As stated already, it puts emphasis on division based on functions of an enterprise. Now as it stresses on the diverse functions, it generally leads to an increased concern on interests of departmental interests rather than the interests of the organisation as a whole. Technically, this can lead to the emergence of functional empires and even dwindling levels of concern for organisational objectives.
• Again, as the departments are completely different in operations from each other, there is a big barrier to communication between them.
• There may arise a conflict of interests among these departments which are profusely looking to fulfil the individual departmental interests. Such conflicts can hinder the growth of an enterprise. Further, such conflicts can further arise in the absence of clear separation of responsibility.
• When individuals always deal with specific tasks their perception narrows down and they don’t appreciate the varying point of views.  Consequently, they remain fixated on specific ideas and fail to develop as individuals. All in all, this leads to inflexibility.

A) Dimensions of the business environment are :-

Social environment

Economic environment

Technological environment

B) Feature about business environment is been referred here is Complexity.