iv) Communication : In various projects, there are great require 
ments and expectations in negotiation psychology, tactics, pro 
cedure and standards of communication conduct. The manager 
often must be even aware of when or what to say or what not 
to say. 
It may be mentioned here that the first one (viz., Engineering) is 
necessary for technical decisions, the second one (viz., Economics) is 
necessary for monetary and commercial decisions, while the last two 
(viz. , Law and Communication) are necessary for administrative decisions. 
All of them interact in a complex manner and uniquely in each different 
case. 
Management in Photogramm et ry 
The role of the manager in pho tog rammet ry is somewhat complex yet 
typical. The standard topographical mapping with aerial photographs is, 
by now, an established affair with governmental agencies in practically 
all countries. Such standard topographic applications are somewhat 
continuous operations and somewhat adequately planned (at least through 
experience) within these agencies. Yet, amongst them and beyond, the 
production pattern is invariably intermittent, which makes it more complex 
and challenging for the manager. 
Some important characteristics of an intermittent production organization, 
which are not considered as very advantageous are: 
1. Products are in large varieties and in relatively small 
quantities; 
2. Similar equipment are grouped together, where no product 
is made but a part of the total process is executed; 
3. The work loads are unbalanced; 
4. Skills of the workers are higher in order to cope with the 
short runs of production of new or varying jobs; 
5. Supervisory intensity has to be higher; 
* 
6. The inventory of the material has to be carefully made to 
ensure ready availability of standard materials (e.g., 
particular type of emulsion, particular size of plates, etc.); 
7. In-process inventory is high -- to cope with the need for 
the waiting period required for varying jobs; 
8. Material handling incidences and costs are higher; and 
9* Automation could cause economic .woes unless the basic 
system could be applicable to varying jobs. 
These would cause high unit cost of production in terms of M per man- 
hour" or "per machine-hour". In such cases an accurate forecasting 
of customer (or sponsor’s) demands may be impossible in most cases. 
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