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Public and Private Enterprises Overview

The document provides an overview of different types of enterprises, including private, public, and global enterprises, highlighting their characteristics and functions. It discusses private sector enterprises as profit-driven and independently managed, while public sector enterprises are government-owned and service-oriented. Additionally, it covers public-private partnerships and the role of multinational corporations in enhancing domestic growth and technology transfer.

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Prasprit Zualtea
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0% found this document useful (0 votes)
25 views6 pages

Public and Private Enterprises Overview

The document provides an overview of different types of enterprises, including private, public, and global enterprises, highlighting their characteristics and functions. It discusses private sector enterprises as profit-driven and independently managed, while public sector enterprises are government-owned and service-oriented. Additionally, it covers public-private partnerships and the role of multinational corporations in enhancing domestic growth and technology transfer.

Uploaded by

Prasprit Zualtea
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

BUSINESSSTUDIES

CLASS-XI
CHAPTER3–PUBLI
C,PRIVATEANDGLOBALENTERPRI
SES
FULLNOTES

PRI
VATESECTORENTERPRI
SE

“Theent
erpri
sesf ormedwi t
hpriv
ateownershi
p,pr
ofi
tmoti
ve,
wit
hout
st
atepar
ti
cipati
onandwi t
hindependentmanagementar
eknownas
pri
vat
esectorenterpri
ses”
.

MAI
NCHARACTERI
STI
CSOFPRI
VATESECTORENTERPRI
SE

[Link]
tmot i
ve:Themai
nobjecti
veofpr
ivat
esect
orent
erpr
isesi
sto
earnprof
itinst
eadofr
enderi
ngtosoci
ety.

[Link]
ti
cipat
ion:Centr
alorSt
ategover
nmentcant
par
ti
cipat
eintheestabl
ishmentofapri
vat
esect
orenter
pri
ses.

[Link]
ivat
eownership:owner
shi
pofapri
vatesect
orent
erpr
isesl
i
es
i
nthehandsofoneormorepri
vat
ebusinessmen.

[Link]:Themanagementandcontr
olofa
priv
atesectorenter
pri
sei
svest
edinthehandsofoneormore
priv
atebusinessmen.

PUBLI
CSECTORENTERPRI
SE

“Enter
pri
sesowned,managedandcont
rol
l
edbyt
hegov
ernment
for
m publ
icent
erpr
ises.

Int
[Link],”Publ
icenter
pri
semeansst ate
owner
shipandoperat
ionofindust
ri
al,
agri
cult
ural
,fi
nancial
and
commercial
under
taki
ngs.”

CHARACTERI
STI
CSOFPUBLI
CSECTORENTERPRI
SE

[Link]
icAccount
abi
li
ty:Thecapi
tal
ofpubl
i
cent
erpr
isear
eaccount
abl
e
t
otheconcer
nedmi
nist
ry.

[Link]
r :Gov
ol er
nmentcont
rolov
ermanagement
ofpubli
center
pri
[Link]
ti
matecont
rolofapubl
i
center
pri
sel
ies
wi
tht
hepar
li
ament
.

[Link]
icemotiv
e:Thereisusual
l
yabenovol
entmanagementi n
publ
icent
erpr
[Link]
maryobj
ect
ivei
storenderser
vicetot
he
publ
ic.

[Link]
eownership:Pr
ivat
eentr
epr
eneursarepermi
ttedtoi
nvestbut
morethan50%ofcapi t
ali
scont
ri
butedbythegovernment
.So,
publ
icent
erpr
iseisownedbythegovernment.

PUBLIC-PRIVATEPARTNERSHI P
“Publ
i
c-Priv
atePart
nershi
pref
erstot
heinvol
vementofpr
ivat
esect
ori
n
theGovt,pr
oject
saimedatpubli
cbenef
iti
nthefor
m ofmanagement
exper
ti
seandmonet arycont
ri
buti
on.

FEATURESOFPUBLI
C–PRI
VATEPARTNERSHI
P

• Per
tai
ninghi
ghpr
ior
it
ypr
oject
.

• Sui
tabl
eforbi
gpr
oject
.

• Publ
i
cwel
far
e([Link]
hiMet
roRai
l
waypor
ject
)

• Shari
ngr
ev enue–Revenuei
sshar
edbetweengov
ernmentand
pri
vat
eenterpri
sesi
ntheagr
eedRati
o.

• Faci
l
itat
espar
tner
shi
pbet
weenpubl
i
csect
orandpr
ivat
esect
or.

FORMSOFPUBLI
CSECTORENTERPRI
SE

[Link]
NGS

“Depart
mental
Undert
akingsar
etheorganisat
ionsandent
erpr
ise
ent
ir
elyownedandcontr
oll
edbythegovernment.”

SPECI
ALFEATURESOFGOVERNMENTDEPARTMENTAL
UNDERTAKI
NGS:

[Link]
mentoft
hegover
ment:Thedepar
tment
alor
gani
sat
ion
worksast
hedepar
tmentoft
hegovernment
.
[Link]
easury:Fundsar
ear
rangedf
ort
hei
roper
ati
onf
rom
goevernmentt
reasur
y.

[Link]
ffr
om civi
lser
vice:Thei
rstaffi
stakenfr
om ci
vil
servi
ces.
Thei
remployeesar
esel ect
edthroughUnionPubl
icServ
ice
CommisionandSaffSelecti
onBoard.

[Link]
lgover
nmentcontr
ol:Thedepart
mental
organi
sat
ionar
eful
l
y
ownedandcont
rol
ledbythegovernment
.

[Link]
nggovernmentneeds:Thesei
ndust
ri
esproducemostl
y
goodsandsserv
icesf
orgovenmentandpubli
cconsumpt
ion.

MERI
TSOFDEPARTMENTALUNDERTAKI
NGS

[Link]
vicemoti
ve:Themainobject
ivet
heseorgani
sat
ioni
sser
vice
mot
ivetot
hepubli
cint
erestandsoci
alwel
fare.

[Link]
ionalimport
ance:Act
ivi
ti
eswhichhavegotnat
ional
i
mportanceareper
formedbytheseorgani
sat
ions.

[Link]:Duet
othegovernmentcont
rol
l
ed,
theseor
gani
sat
ioni
s
capableofmaint
aini
ngsecr
ecy.

[Link]
:Theseenter
pri
sesar
eworkingi
nsystemat
ic
andmanagedbyquali
fi
edstaf
[Link]
eproper
lymanagedand
supervi
sed.

LI
MITATI
ONSOFDEPARTMENTALUNDERTAKI
NGS

[Link]
tearni
ngvent
ure:I
tisformedwit
hservi
cemot
ive,
soi
t
doesnotremainexcel
l
entprof
itearni
ngvent
ure.

[Link]
apism:Theydonottakemuchint
eresti
nthei
rwor
[Link]
ar
ecarel
essandbothermuchfort
heirsal
ari
es.

[Link]:Gover
nmentempl oyeesarenotmuch
eff
ici
enti
nbusinessaf
fair
[Link]
ementar ebased
onsenior
it
y,socompetentemployeesarenotrecrui
ted.

[Link]
iti
calevi
ls:Mostofthei
mportantdeci
si
onhaspolit
ical
moti
ve.I
tmanagedandcont r
oll
edbymi ni
sterandhehastolook
af
tertheint
erestofhi
spart
y.
[Link]
iti
on:Gener
all
ytheseorgani
sat
ionshav
et he
stat
usofmonopoly
.Lackofcompetit
ionmakesthem i
ncompet
ent
.

PUBLI
CCORPORATI
ONS


Publi
ccorpporati
onsaref
ormdbyt hespecial
actof
Parl
i
amentorLegislati
[Link]
rexi
stenceissepar
ate
fr
om thegover
nment ”.

Char
act
eri
sti
csofPubl
iccor
por
ati
ons:

[Link]
sest abli
shedunderaspeci alactwhichdef i
nesitsobjects,
power sandf unct
ions.
[Link] atelegalenti
ty.
[Link] svestedinaBoar dofdirectorsappointed
ornomi natedbygov ernment.
[Link] tsownst aff,r
ecrui
tedandappoi ntedaspert he
provisionsofact .
[Link] st y
peofent erpri
seisusuall
[Link]
obtainsf undsbybor rowingfrom [Link]
om publ i
cort hr
ough
earnings.
[Link] ecttosameaccount i
ng&audi truleswhichar e
applicablet [Link]
ment .

GOVERNMENTCOMPANY

“Thecompany ,whoseatleast51%ofthepaidupsharecapi
tali
shel
d
[Link] dbyt
he
centr
algovernmentorst
ategov er
nmentjoi
ntl
yorindi
vi
duall
y.

CHARACTERI
STI
CSOFGOVERNMENTCOMPANY
1.I
tisr
egi
ster
edorI
ncor
por
atedundercompani
esAct
1956

2.I
thasasepar
atel
egal
ent
it
y

[Link]
sregul
atedbyt
hepr
ovi
si
onofcompani
es
Act
.

[Link]
tedandappoi
ntedasperther
ules
andregulat
ionscontai
nedinMemorandum andArt
icl
esof
associ
ati
on.

[Link]
undsfrom gov
[Link]
dings
andotherpri
vateshareholdi
ngs.I
tcanalsoraisef
unds
fr
om capit
almar ket.

GLOBALENTERPRI
SES(
MULTI
NATI
ONALCOMPANY)

“Amulti
nati
onal
companyi
sthecompanywhi
choper
atei
nmany
count
ri
es.

Accor
dingt
[Link]
,“Amul
ti
nat
ionalcor
por
ati
onownsand
managesbusi
nessintwoormor
ecount
ri
es”.

ROLE/
IMPORTANCE/
ADVANTAGESOFMNCs

[Link]
icf
irms:Amult
inat
ional
mayassi
stdomesti
c
suppl
ier
sandanci
l
lar
yunit
sforhelpi
ngingrowt
hofdomest
ic
orhostfi
rms.

[Link]
ving:Amul t
inat
ionalcompani
es
provi
desuperi
orquali
tyofproductt ot
hepeopl ebyMNCshelp
i
ni mprov
ingthel
ivi
ngstandardoft hehostcountry
.

[Link]
opmentoft echnology:Multi
nati
onalsser
veasvehicl
es
fort
hetransf
erofadv ancetechnol
ogyf r
om devel
opedcountr
y
t
odev el
opingandbackwar dcountri
es.

[Link]
ioni
nunemplyment
:Mul
ti
nati
onal
scr
eatel
argescal
e
employ
mentoppor
tuni
ti
esi
nhostcount
ri
esthr
ough
mul
ti
ply
ingi
nvest
ment
.

[Link]
alrev
ol ut
ion:Sev
eral
conceptsandtechni
quesl
i
ke
cor
porat
eplanningmanagementbyobj ecti
vesandj
ob
enr
ichmentwereev ol
vedbymulti
nati
onals.

[Link]
abi
li
tyofforei
gncapit
al:MNCsmakedir
ectfor
eign
i
nvestment,
therebyspeedi
ngupthepr
ocessofeconomic
devel
opement.

JOI
NTVENTURES

“Theventureowned, contr
olledandmanagedjoi
ntlybypubl
i
candpr i
vate
sect orisknownasjoi
ntventure”
.
Whent woormor eindependentf i
rmstoget
herestabli
shanewenter
pri
seby
pooli
ngtheircapi
tal
,technologyandexpert
ise,
iti
sknownasaj oi
ntvent
ure.

Exampl e:Her
oCycl
eofIndiaandHondaMot or
[Link]
ntl
y
establ
[Link]
lar
il
y,SuzukiMotorsofJapanandMarut
iof
Gov t
.ofIndi
acometogethert
oform Mar ut
iUdyog.

CHARACTERI
STI
CSOFJOI
NTVENTURE

[Link]
dedjoi
ntl
ybytheGov ernmentandPri
vateSect or
Entr
epreneurs.
[Link] r
ust
edtot heprivat
eentr
epreneurs.
[Link] nesbothsoci
alandprof
itobjecti
ves.
[Link]
sr esponsibl
etotheGover
nmentandt hepri
vat
einvestors.

Common questions

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Departmental undertakings struggle in the marketplace due to their monopoly status, lack of competent workers stemming from seniority-based promotions, and inherent inefficiencies like red-tapism. Additionally, political influences can lead to decisions that prioritize political interests over market competitiveness .

Departmental undertakings, while focusing on public interest and national importance, face several limitations. They are not excellent profit earners due to their service motive . Issues such as red-tapism, lack of competent workers due to seniority-based promotions, political influences, and the absence of competition leading to incompetency further undermine their effectiveness .

Public corporations are established by a special act of parliament, and have a separate legal entity with management led by a board of directors appointed by the government . They operate independently, financed through various means like borrowing or earnings and are not subject to the same accounting rules as government departments . On the other hand, government companies must have at least 51% government shareholding and are incorporated under the Companies Act, managed by rules in their memorandum and articles of association .

When the government owns over 50% of a public enterprise, it shifts the operational motive from profit to service, ensuring that public welfare is prioritized . This ownership structure enhances public accountability, as these enterprises are accountable to the concerned ministry and controlled by the government, ensuring alignment with national objectives .

Joint ventures offer strategic advantages by allowing participating firms to pool resources such as capital and technology, enhancing capabilities beyond what each could achieve individually. Expertise sharing among partners, as seen in the example of Hero Honda, facilitates innovation and efficiency, providing a competitive edge in new markets .

Beyond economic contributions, multinationals introduce significant managerial advantages to host countries, such as advanced managerial concepts like corporate planning and job enrichment, fostering a managerial revolution. This facilitates better management practices and enhanced organizational effectiveness within the host country's firms .

Private sector enterprises are primarily driven by a profit motive and are independently managed without any state participation. They are owned by one or more private businessmen . In contrast, public sector enterprises are government-owned and prioritize service to the public over profit. They are accountable to the concerned ministry, and their management is overseen by the government, with ultimate control resting with the parliament .

Multinational companies contribute to economic development by facilitating the growth of domestic firms and creating large-scale employment opportunities, thus reducing unemployment . They also enhance the technological landscape as they transfer advanced technologies from developed to developing countries, leading to a managerial revolution through innovative concepts and techniques .

Public-private partnerships (PPPs) are suitable for large infrastructure projects due to their ability to leverage private management expertise and monetary resources while prioritizing public welfare, as seen in projects like the Delhi Metro . Revenue sharing between government and private enterprises is a critical component, providing an agreed-upon financial incentive for both parties while ensuring project sustainability .

Joint ventures combine social objectives, like government oversight, with profit motives by pooling capital, technology, and expertise from both public and private entities. This dual approach is exemplified by enterprises like Hero Honda, created by Hero Cycle of India and Honda Motors of Japan, and Maruti Udyog, a partnership between Suzuki Motors of Japan and the Government of India, reflecting a blend of social benefits and profitability .

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