Ezhava Memorial was submitted on 3rd Sep 1896 sighed by 13176 members of the Ezhava community under the leadership of ?->(Show Answer!)

1. Ezhava Memorial was submitted on 3rd Sep 1896 sighed by 13176 members of the Ezhava community under the leadership of

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MCQ->Ezhava Memorial was submitted on 3rd Sep 1896 sighed by 13176 members of the Ezhava community under the leadership of....

MCQ-> Read the following passage carefully and answer the questions given below. Certain words/phrases have been printed in bold to help you locate them.Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.Why, according to the author, is a distinction between management and leadership crucial?
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MCQ->In 3rd September 1896 Ezhava Memorial submitted a huge writ to the King Sreemoolam Thirunal under the leadership of?....

MCQ->In 3rd September 1896 Ezhava Memorial submitted a huge writ to the King Sreemoolam Thirunal under the leadership of....

MCQ-> A passage is given with 5 questions following it. Read the passage carefully and choose the best answer to each question out of the four alternatives and click the button corresponding to it. Settled life and cultivation gave man leisure; he had no longer to always think of getting food. During spare time he could make stone tools, hoes or pots and weave cloth. Some people spared from producing their own food could even devote themselves to other activities all the time. This resulted in a division of labour. The division of labour made it possible for various groups to specialize, that is, to acquire greater skill and learn better techniques in doing one kind of work. The settled community life needed rules to regulate the behaviour of the members of the community. It is not possible to know exactly how regulations were established. It appears that the decisions regarding the community were taken by the people as a whole, or by a council of elders, as is in the practice in tribal societies. There were perhaps no kings or any organized government. Most likely, there were chiefs elected by the community for their qualities of leadership. But, these chiefs could not pass their positions on to their sons and they enjoyed few special privileges. Archaeological excavations have not revealed anything which would indicate the prevalence of a higher status for some members of the community. This is also supported by the study of life in many tribes in modern times. Thus, social inequalities do not seem to have emerged even in Neolithic times.What did man do in his spare time?
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