CHAPTER

2 Functions of Management

CHAPTER OUTLINE

2.1 Management as a Process

2.2 Overview of Function of Mangement

2.3 Perspectives of Business
Organisation
2.4 The Essence of Managing-Coordination
2.4.1 Concept of Coordination
2.4.2 Objectives of Coordination
2.4.3 Significances of Coordination
2.4.4 Coordination-The Essence of Managing
2.4.5 Distinction between Coordination and Cooperation

2.4.6 Techniques of Effective Coordination

Review Questions
 2.1 Management as a Process
series of inter-related elements or fn
As a process, management refers to
a
ctions.
Theseare: organisation;
the aims or objectives of the
(a) defining etc. to attain these obiecti
(b) formulating policies. procedures,
programines, jectives
efficiently and economically:
men, money,
materials, machinery and other factoors of
(c) bringing together
production:
duties to people and defining their authoritu a nd
(d) assigning work or

responsibility;
the assigned tasks as planned:
(e) guiding and inspiring people to perform
and

exercising control over the performance of people.

This concept of management is the simplest and the most pragmatic. It also
highlights the universal nature of management. Howeve, it does not take into account
the social and human aspects of management.

2.2 Overview of Functions of Mangement

The functions of management consists of several interrelated elements. These
elements are knowm as managerial functions which are planning, organising, staffing
directing and controlling
A brief description of different functions or elements of
management
given below:
1. Planning. Planning is the most basic or primary function of management. lt
precedes other functions because a manager plans before he acts. Planning involves
determining the objectives and selecting a course of action to achieve them. It implies
looking ahead and deciding in advance what is to be done, when and where it is to
be done., how and by whom it is to be done.
Planning
is a mental
process
the use of intellectual faculties, foresight, imagination and sound requiring1t
judgement.
consists of forecasting. decision-making and problem-solving. A plan is
predetermined future course of action. It is today's design for tomorrow ana aua
outline of steps to be taken in future.

Planning

MANAGEMENT
PROCESs

Supo a1 uiyyeis

Fig. 2.1: The Management Process

Functions of Management 2.3

The process of planning consists of: (a) determination of objectives,

(b) forecasting and choice ol a course of action, (c) formulation of policies,
programmes, budgets, schedules, etc. to achleve the objectives, and (d) laying down
of procedures and standards of performance. Planning may be long-term or short
term. Planning is a pervasive function and managers at all levels have to prepare
plans. Planning 1s also a continuous or on-going process. Planning enables us to do
things in an orderly and elficient manner. It 1s helpful in more cffective achicvement
of goals. Planning enables an organisation to face uncertainty and change.
2. Organising. Once plans are formulated, the next step is that of organising
Organising is the process of establishing harmonious authority-responsibility
relationships among the members of the enterprise. It is the function of creating a
structure of duties and responsibilities. The network of authority-responsibility
relationships is known as organisation structure. Such a structure serves as the
framework within which people can work together effectively for the accomplishment
of common objectives. Organising is an important element of management because
it is through organising that a manager brings together the material and human
resources required for the achievement of desired goals. According to Fayol, "to
organise a business is to provide it with everything useful to its functioning- raw
materials, tools, capital and personnel". A sound organisation helps to avoid
duplication of work and overlapping of effort. However, an organisation structure is
not an end in itself. It should, therefore, be designed to fit into the necds and objectives
of the particular enterprise. It should ensure material and human order.
The process of organising consists of the following steps:
(a) determining and defining the activities required for the achievementof
planned goals;
(b) grouping the activities into logical and convenient units;
c) assigning the duties and activities to specific positions and people:
d) delegating authority to these positions and people;
(e) defining and fixing responsibility for performance; and
establishing horizontal and vertical authority-responsibility relationships
throughout the organisation.
3. Staffing. Staffing is the process of filling all positions in the organisation
with adequate and qualified personnel. According to Koontz and O'Donnell, "The
managerial function of staffing involves manning the organisational structure through
to fill the
proper and effective selection, appraisal and development of personnel
roles designed into the structure." Staffing consists of manpower planning.
and maintenance of
Tecruitment, selection, training, compensation, integration
size of organisation,
cmployees. Staffing function has become important with growing Lawrence
echnological advancement and recognition of the human factor industry.
in
skilled and more comnpetent if they
PpIey remarked, ". .managers would be more
.

in their field
wTe carefully selected, specifically trained, continually kept up-to-dateresponsibility
activity, guided in their development for the assumption of greater
and adequately rewarded".
function of guiding, supervising.
Directing. Directing is the managerial
. of
V n g and leading people towards
the attainment of planned targets
 Management | ROM
Introduction to
and
B u s i n e s s Organisalion
2.4 subordinates, a manager takes acti

process of
directing his the establish
In the thcir taskS according to hed
performance. accomplish
cmployees because it is concerno
to e n s u r e that the ol management
steps function c
i n i t i a t e s orgaised action and
executive
is the ts
plans Directing policics.
Direction
o
of plans and
It is, therefore, the life spark
an
with the e x e c u t i o n into action.
machincry
the whole organisational
activities:
organisation. embraces the following
function of management
Directing instructionsS,
orders and
(a) issuing at work,
(overseeing) people
b) supervising to work for certain objectives.
willingness
(c)motivation, i.e., creating the
understanding with empioyees
regarding
c o m m u n i c a t i o n , i.e., establishing
(d)
implementation, and
plans and their
or influencing
the behaviour of employees.
(e) leadership
that the organisation is
is the process of ensuring
5. Controlling. Controlling is being made towards the
in the desired direction and that progress
moving involves the following steps:
achievement of goals. The process of controlling
work performance;
(a) establishing standards for measuring
it with the standard;
(b) measurement of actual performance and comparing
and
(c) finding variances between the two and the r e a s o n s therefore;
(d) taking corrective action for removing deviations so as to ensure attainment
of objectives.
Management is a composite process because its different elements are interrelated
and interdependent. It is also an ongoing process as the cycle of management gets
repeated again and again. Management is a social or human process because it
involves people, their efforts and behaviour. It is a universal process as managerial
functions are needed in all organisations irrespective of their nature (business or
non-business), size (small or big) and purpose (profit making or not).

2.3 Perspectives of Business

Organisation
The scope of social perspetives of business is
very wide. The perspetives is manifol
and extends to all those who have a stake in
business. To be specific, the management
of a business enterprise is
responsible to: (a) the inside group consisting
shareholders and employees; and (b) theoutside group comprising
o
suppliers, government and the customer
community in general. These internal and
perspetives of business are explained below: exterIuaa

1. Perspectives towards Shareholders:

(a) a fair and reasonable return on
(b) safety of investment;
investment;
(c) steady appreciation of investment; and
(d) regular, accurate and full intormation about the
the company. working and progres
2.
Perspectives towards Employees:
(a) fair wages and salaries;
(b) good and safe working conditions with job security:
 Functions of Management 2.5

(c) adequate service benefits such as housing, medical facilities, insurance

cover, retirement benefits:
(d) recognition of workers' rights to form trade unions, to collective bargaining
and strike:
(e) opportunities for education, training and promotion;
workers' participation in decision-making: and
(g) Religious, social and political freedom.
3. Perspectives to Customers:
(a) regular supply of right quality goods at right time and right place;
(b) charge reasonable prices;
(c) supply goods that meet the needs of different classes and tastes with
different purchasing power;
(d) prompt, adequate and continuous services;
(e) prompt redressal of customer's grievances:
true and fair information through advertisements:
(g) avoid unfair and unethical practices like adulteration, hoarding and black-
marketing; and
(h) fair and wide distribution of goods and services among all sections of
consumers.
4. Perspectives towards Government:
(a) to abide by the laws of the land;
(b) to pay taxes honestly and in timne:
(c) to avoid corrupting public servants;
(d) to encourage fair trade practices; and
(e) to avoid monopoly and concentration of economic power.
5. Perspectives towards Community:
(a) to make the best possible or efficient use of the society's resoure
(b) to provide maximum possible employment opportunities;
c) to keep the environment healthy and free from all types of pollution:
a) to contribute to the upliftment of the weaker sections of society:
le) to refrain from indulging in anti-social and unethical practices:
t o improve public health, education and cultural life of the community:
g) to promote development of backward areas and cottage, village and small
scale industries;
n() to provide relief to victims of natural calamities;
to contribute to social causes like AIDS control, population control. etc.;
and
) to contribute to overall development of the locality.

2.4 The Essence of Managing- Coordination

2.4.1 Concept of Coordination
Coordination is a conscious and rational process of pulling together the different
Pau ts of an organisation and unifying them into a team to achieve predetermined
 Business Organisation and Management | Introduction to RO
2.6
coordinate is to harmonice
an effective manner. According to
Henri Fayol, "To
goals in and its success. In a wel.
facilitate its working
all the activities of a concern so as to Works in harmony with othero
or division
coordinated enterprise, each department
The working Schedules of variaT
and is fully informed of its role in the organisation. "It makes diverse elementa
constantly tuned to circumstances.
departments are towards the realisation of
to work harmoniously
and sub-systems of an organisation
"Coordination is the process
whereby a n executive develono
common objectives."
effort among his s u b o r d i n a t e s and s e c u r e s unity of action
an orderly pattern of group
in the pursuit of common purpose."4
elements, namely, balancing, timing and
Coordination consists of three major
m e a n s ensuring
that enough of one thing is available to supnor
integrating. Balancing different activities
or counter-balance the
other. Timing involves bringing together
that they support and reinforce each other
under a common time schedule so
of diverse interests under a common purpose.
Integrating refers to the unification
2.4.2 Objectives of Coordination
The main purposes which are sought to be realised through coordination are as
follows:
1. Reconciliation of Goals. There is often a conflict of goals because everybody
perceives the organisational goals differently and tries to achieve them in his own
way. Such conflict may lead toconfusion and chaos in the organisation. Coordination
is aimed at reconciling or integrating the goals so as to bring unity of action in the
organisation.
2. Total Accomplishment. A basic purpose of coordination is to bring about
total accomplishment which is far in excess of the sum of the individual achievements.
3. Economy and Efficiency. Coordination helps to improve the economy and
efficiencyof operations. Economy occurs due to
saving of time and labour as
duplication of efforts is avoided. When activities and efforts are properly correlated,
optimum use of resources can be made. Delays in performance are minimised because
one activity supports the other.
4. Good Human Relations.
Management can improve job satisfaction and
morale of employees by coordinating their interests with
Coordination helps to prevent conflicts between individuals andorganisational goals
groups by increasing
mutual cooperation and understanding
5. Retention of Managerial and other
Personnel. Through u coordination,
survival, growth
and image of an
organisation are ensured. Such an
can easily attract and retain competent
organisaio
employees. Due to a satisfving and rewarding
atmosphere, employees d0 not think of leaving the organisation. As a result, labO
turnover and absenteeism are minimised. The survival and
are ensured.
growth of the organisano"

2.4.3 Significances of Coordination

1. Unity in Diversity. Effective coordination is the sine qua non of bd
management. According to C.I. Barnard, "The quality of coordination is gou
the crucla

1. Ordway Tead The Art of Administration, 7

p.
2. Dalton E. McFarland Management-Principles and Practices, p. 18.
 Functions of Management
2.7
fantor in the survival
of organisation. An
organisation is characterised by diversity
of resources, skills, activities, perceptions and viewpoints of its members.
un of action is created in the midst of such diversity, organised activity willUnless
be
haphazard and inefticient. Coordination is the basic mechanism for crecating unity in
diversity.
2. Team Work. Without coordination, members of a
group will pull in different
directions and may work at cross-purposes. The efforts, energies and skills of various
Dersons must be integrated to achieve
group effort and team work. Through
coordination duplication of work and work at cross-purposes can be eliminated.
This way coordination results in economical and effective management.
3. Conflicting Goals. Each department or division of an organisation has its
own goals. Similarly, each individual has his own goals. In practice, every department
and individual becomes so committed to its goals that it may overlook the goals of
the organisation. Coordination becomes essential to harmonise departmental/
personal goals with goals of the organisation. Otherwise, the narrow sub-goal will
cause distortions, delays and wastage of resources.
4. Growth in Size. In a large organisation, the number of jobs and employees
is also large. Communication becomes difficult due to complex organisation structure.
Personal contacts between executives are few. All this makes coordination more
essential.
5. Specialisation. Specialisation leads to a narrow outlook. Specialists
performing the various tasks know very little of other jobs and differences in outlook
lead to frequent disputes. Coordination among the activities of specialists is very
difficult.
6. Synergy Effect. If the efforts of employees are properly coordinated, their
total accomplishment will be far greater than the sumtotal of individual achievements.
This is known as the synergy effect. This arises because every employee supplements
the contribution of others. In the words of George R. Terry, "Within any group.
the sum of the
coordination makes possible a total accomplishment in excess of
individual parts making up the total. The total accomplishment of department
coordinated is far greater than
consisting of 10 employees where efforts are closely
that of the same 10 employees working as individuals."
Dabbawallas-Excellence Through Coordination

exercise. The story begins in

well-coordinated
The Dabbawallas of Mumbai is the story of
the tiffin from house and takes
it
The first dabbawalla picks up
tnekitchens of Mumbai. second dabbawalla sorts out the
dabbas at the railway
O the nearest railway station. The and carrier. The third one
to the destination puts them in the luggage
Slauon according to the destinations. The
fourth one
with the dabbas to the railway stations nearest
uavels them off at the offices on a bicycle.
the dabbas from the railway station and drops
CKS up
dabbawallas a r e bicycling through
the streets of Mumbai
mid-morning thousands of
ensuring a hot house cooked lunch for their customers.
or division depends
aterdependence. In an enterprise, every department the sales
for .s etective working on other departments and
divisions. For example,

Press: New York

ource: Bedeian, A.G. 1986. Management, Dryden
 Management | Introduction
tion to BOM
RO.
Business Organisation and
2.8
Board of Directors

Top Management
Managing Director

Production
Finance Intermediate
Marketing Manager Management
Manager
ManageT
Chief Middle
Branch Plant
Superintendent
Accountant Management
Managers

Sales Foremen or
Accounts or Operating
Officers Supervisors Finance Officers Management

Rank and File

Salesmen Workers Clerks
Work Force

Fig. 2.2: Levels of Management

department depends on the production department for the required volume, range
and quality of products at the right time, to serve the customers. Such inter-
dependence requires coordination among the various functional departments.
According to Thompson, there are three types of interdependence. Pooled
interdependence requires minimum coordination as the units are not directly related.
Sequential interdependenceimplies that later units (e.g.. production) depend on earlier
ones le.g.. purchase of materials). Reciprocal interdependence refers to the situation
where the outputs of one unit become the
inputs of another. Such interdependence
requires maximum coordination among the interdependent units.
8. Empire-building. Empire builders always expect cooperation from oune
but they are not prepared to
provide cooperation to others. Coordination is requrc
to cope with such disruptive elements.
Need for coordination also arises on
of conflict between line and staff. Staff accou
action and may not appreciate the
specialists tend to follow their own line o
9. Human Nature.
viewpoint of line executives.
People
in general are
preoccupied with the work or their
own
departments or units and fail to
appreciate the role of other departments
units.Deliberate efforts
departments and units.
are
required to maintain
coordination between au
10. Congruence
of Flows. An vs of
inputs and outputs. These lows must organisation
be harnessed
is a dynamic
system ol
direction and timing, Coordination properly in terms ot the olume
facilitates a smooth NS.
11. Differentiation and and congruent system oi low *

Integration. The activities of an

classified into specialised and different are
organisatio
the various levels in a units. Similarly,
graded manner. Differentiated authority is delegated aes
must be fused together to achieve work units and authority Cel
synergy in differentiation. synergetic efforts. Coordination ensures uny and
Functions of Management 2.9

The other members of the human body. not liking the luxurious life ofthe belly.
ered into conspiracy to cut off its supplies. The hand refused to carry food, mouth
wallow and teeth to chew it. As a result all of them began to fag and fail and the
to.
members then realised their folly and truth
entire body. to pine away. The otherFalble) the
that all
must cooperate." (Aesop's
Essence of Managing
2.4.4 Coordination-The
Coordination is the very ssence of management because the basic objective of
is to integrate and harmonise human efforts. It is the epitome of the
management
management process as managerial functions are instruments to ensure coordination.
The of a manager can very well be compared with that of an orchestra conductor
job
efforts of various instrumentalists to produce rhythm. He interprets
who integrates the
every instrumentalist may adjust his voice and pitch
to
score so that
the composer's
to achieve
the score. Similarly. a manager blends the efforts of his subordinates
unified action.
likea silken
Coordination perneates the entire process of management running exercise in
function of management is an
thread through its elements. Every more well-
more effective, organisation
coordination. Coordination makes planning
more regulative.
more efficient and control
knit, staffing m o r e realistic, directing
follows:
This point may further be elaborated as
coordination to the extent that it lays
down the
1. Planning is an exercise in
various components of planning
The
common objectives of the organisation.
schedules and programmes serve
such as policies, strategies, procedures,
and departments.
as m e a n s of integrating
the activities of different groups
between
structure defines the interrelationships
2. A sound organisation of activities into
and work units. It involves grouping
different positions
and roles will not be
homogeneous departments.
Authority relationships
of diverse activities.
clear without the integration on different
of management seeks to put right persons
3. The staffing function
planning. recruitment.
jobs. The various
functions of staffing, e.g., manpower
etc. are performed to job requirements
match
selection, training, appraisal, coordination in assigning
tasks
in achieving
and employee skills. This helps
to various individuals.

Planning

Suo
Coordination
Organ,.
Staffing

Directing
Coordination.
Nature of
Essential
Fig. 3.1:
 | Introduction to B0M
2.10 Business Organisation and Management OM

function a manager attempts to influence the behavio.. ur

4. Under the directing
efforts. It is a conscious attemne
of individuals so as to s e c u r e goal-directed with the economio
human side of the enterprise
to relate and integrate the
s o that both organisational
technical aspects of the enterprise
and
and
individual goals are accomplished.
to coordination by making perfornmance
conform to
5. Controlling contributes
and corrective action all
measurement of perlormance
plans. Standards,
coordination.
converge to
ensure

the management process. No function of

Thus, coordination is achieved through
unless it contributes towards coordination
management can be performed efficiently
"The central task of the manager is to reconcile
In the words of Koontz andO'Donnell,
interests and to harmonise the individual goals
the differences in approach, efforts or
and actions, so that they will bring group objectives.
2.4.5 Distinction between Coordination and Cooperation
The terms 'coordination' and 'cooperation' are often confused with each other.
Cooperation implies the willingness of people to help each other, coordination is a
much more inclusive concept. It requires more than the willingness of the participants
to help each other. Cooperation is a necessary adjunct to coordination because
coordination is impossible without cooperation. But mere desire to help each other
cannot by itself ensure coordination. The main point of difference between
coordination and cooperation are given below:
1. Status. Coordination is the essence of management and it is vital for the
success of all managerial functions. Cooperation, on the other hand, does not enjoy
the status of the essence of management. Cooperation is no doubt essential for
successful coordination but it is more of a personal attitude rather than organl
sational.
2. Nature of Work. In every organisation, the nature of work is such that
needs to be divided and then integrated. Coordination of all
interdependent activities
is utmost necessary. But cooperation does not arise out of any limitations or
organisation structure. The individuals may learn to cooperate with each other even
though their activities may not be related.
3. Deliberate Efforts. Cooperation requires
deliberate and intentional eifort
of a manager. On the other hand, cooperation is
voluntary. In other words, coordinatiou
is a contrived process, whereas
cooperation is a natural process.
4. Scope. Coordination is broader in scope than cooperation. It includes bou"
cooperation and deliberate efforts to maintain
unity of action and
purpose.
Coordination without cooperation and cooperation without coordination
e

detrimental to the success of an organisation. Therefore, an organisation shou

secure both these
simultaneously.
Functions of Management
2.11
Table 2.1: Coordination vs.
Cooperation
Basis o f Distinction Coordtnation
Cooperation
1. Nature A deliberate effort by the management voluntary attitudes of members of an
organisation
2. Purpose To provide unity
of action in the
To support one another for
pursuit of a common purpose achieving
the objectives
3. Necessity It is essential where a
group of people It is voluntary and arlses out of the
work together for a common
purpose desire of the people to work
4. Inter-relationship Coordination without cooperation is
together
impossible Cooperation without coordination is
fruitless
5. Medium It is achieved through both formal and
It arises out of informal relations
informal relations

2.4.6 Techniques of Effective Coordination

The main techniques of coordination are as follows:
1. Clearly Defined Goals. The goals of the enterprise should be laid down
clearly. Every individual in the enterprise should understand the overall objectives
and the contribution which his job makes to these objectives. Commonness of purpose
is essential for unity of efforts.
2. Harmonised Policies and Procedures. Standing plans like policies
procedures and rules serve as guidelines for decision-making in a consistent manner
These plans condition and tie together the day-to-day decisions, actions, work
methods and behaviour patterns in the organisation. They help to ensure uniformity
of action.
3. Cooperation. Coordination becomes very easy when individuals in the
be obtained
organisation are willing to help each other voluntarily. Cooperation can
Informal
by keeping harmonious relations among the people in the organisation.
communication. Ideal
contacts should be encouraged to supplement formal
informal and
coordination is self-coordination which can be achieved through
interpersonal contacts.
structure (chain of command)
4. Managerial Hierarchy. The vertical authority
1s the supreme mechanism of coordination. At each level,
the superior coordinates
of his authority. An able
the activities and efforts of his subordinates by means
because he supervises activities of
COmmon supervisor is a great coordinating factor
different subordinates.
Structure. A good organisational set-up with clearly
.Sound Organisation effective m e a n s of integrating
the
aenned authorities and responsibilities is an
There must be proper
and sub-units in the enterprise.
cavities of different units should be
line of authority. The various departments
AS1on of work and a clear from one phase to another. Authority
in such a way that work moves smoothly of him
dLcd individual must know
what is expected
be The
clear
s t delegated in a way.
the subordinate must
be made
Once authority is accepted,
Superior(s). for overlapping
There should be no room
for results, in his work area.
t able
ol
authority and wastage of effort(s).
 Business Organisation and Management | Introduction to Bo
2.12 BOM
6. Committees. Committees are useful means of coordinating the efforts
of
end. Meetings of departmental heads
different workgroups towards a common
In general, committees facilita
be convened periodically to iron out differences. itate
coordination by bringing together representatives of conllicting interests.
communication system contributes
7. Communication System. A good to
understanding and cooperation amona
effective coordination by promoting mutual 1ong
Incentives and supervision:
different groups and individuals in the organisation. Te
also helpful in achieving coordination.
coordinators appointed to provide liaison
8. Liaison Officers. These are special
For example, a projiect
and units of an organisation.
among different branches involved in the project
maintains liaison among different work groups
manager
Staff groupsalso to promote coordination.
help
Table 2.2: Techniques for Coordinating
Written Techniques
Oral Techniques
1. Written objectives and philosophy.
1. Regular staff meetings
2. Organisation charts.
2. Problem review meetings.
3. General organisation and information meetings. 3. Documented plans.
4. Conferences or technical meetings. 4. Operating and policy manuals.

Committee meetings. 5. Programme instructions, work packages, work

orders.
6. Task-force meetings. 6. Memos, reports, letters, bulletins.
7. Manager-subordinate daily meetings. 7. Minutes of meetings.
8. The grapevine. 8. Specifications.
9. Special co-ordinators. 9. Drawings and designs.

9. Sound Leadership. According to McFarland, real coordination can be

achieved only through eflective leadership. Top management, to this end, must be
able to provide () a conducive work environment, (ti) proper allocation of work. ()
incentives for good work, etc. It must persuade subordinates to have identity of
interests and to adopt a common outlook.

REVIEW QUESTIONS
1. Briefly discuss the functions of Management.
2. Define the term 'management. Explain its
meaning and state its chief characteristies
3. How will you classify the levels of management?
Briefly describe the functions of differea
levels of management.
4. Explain what are the various perspectives of Business
organisation.
5. "Every manager is concerned with ideas, things and people." Comment.
6. What is meant by Coordination? Why is it called the
Essence of Managing?
7. "Management is the effective utilisation of human and material resources to achieve
the enterprise objectives." Comment.
8. Discuss in brief the scope of management.
9. Examine the significance of management in a developing country like India.
10. What is the central purpose of management? Why organisations stand or fall on the

quality of their
management?
Functions of Management 2.13

11. What are

the Techniques of Effective Coordination?
12. Explain briefly why Coordination is important?
13. Discuss the employee perspective towards Business Organisation. Which is more
important employee perspective or customer perspective? Explain briefly.
14. What are the key diflerences of Coordination and Cooperation?
15 What the objectives of Coordination?
are

16. Coordination is the orderly arrangement of group effort to provide unity of action in
the pursuit of a common purpose". Elucidate
17. Explain "Management as a Process"
18. "Management is the process by which managers create, direct, maintain, and operate
purposive organisations through coordinated, cooperative human effort." Elaborately
explain this statement.