UGC NET Commerce Business Management and Human Resource Management Syllabus

Business Management and Human Resource Management syllabus — full chapter and topic list

Expand any chapter to see its topics and sub-topics. This is the whole examinable outline for Business Management and Human Resource Management in UGC NET Commerce, not a summary of it.

1. 1

   Principles and functions of management

   10 topics

   • Organization structure
     • Formal organizations
     • Informal organizations
     • Span of control
   • Responsibility and authority
     • Delegation of authority
     • Decentralization
   • Motivation and leadership
     • Concept and theories
   • Corporate governance and business ethics
   • Human resource management
     • Concept, role and functions of HRM
     • Human resource planning
     • Recruitment and selection
     • Training and development
     • Succession planning
   • Compensation management
     • Job evaluation
     • Incentives and fringe benefits
   • Performance appraisal including 360 degree performance appraisal
   • Collective bargaining and workers’ participation in management
   • Personality
     • Perception
     • Attitudes
     • Emotions
     • Group dynamics
     • Power and politics
     • Conflict and negotiation
     • Stress management
   • Organizational Culture
     • Organizational development
     • Organizational change

Business Management and Human Resource Management flashcards for UGC NET Commerce

22 of 51 cards from the Business Management and Human Resource Management deck — real questions with worked answers.

1. What is organization structure?

   The formal system of task and authority relationships that defines how activities are divided, grouped, and coordinated within an organization to achieve its goals.

2. Name the main types of organization structure.

   Line, Line-and-staff, Functional, Divisional, Matrix, and Project organization structures.

3. What distinguishes a 'line' organization structure?

   Authority flows vertically in a direct, straight line from top to bottom; each subordinate reports to one superior (unity of command), with simple, clear scalar relationships.

4. What is a matrix organization structure?

   A hybrid structure where employees report to both a functional manager and a project/product manager simultaneously, creating dual lines of authority.

5. Differentiate between tall and flat organization structures.

   A tall structure has many hierarchical levels with a narrow span of control; a flat structure has few levels with a wide span of control.

6. What is span of control (span of management)?

   The number of subordinates a manager can effectively supervise and direct. A narrow span yields more levels; a wide span yields fewer levels.

7. What is the difference between authority and responsibility?

   Authority is the legitimate right to give orders, make decisions, and command resources; responsibility is the obligation to perform assigned duties. Authority should be commensurate with responsibility (parity principle).

8. What is delegation of authority?

   The process by which a manager assigns part of his authority and duties to a subordinate while remaining accountable. It involves assignment of responsibility, granting of authority, and creation of accountability.

9. What is accountability and can it be delegated?

   Accountability is being answerable for the outcome of delegated tasks. Authority and responsibility can be delegated, but accountability cannot be delegated; the delegator remains ultimately answerable.

10. Distinguish centralization from decentralization.

    Centralization concentrates decision-making authority at top levels; decentralization disperses authority systematically to lower/middle levels of management.

11. What is the difference between line authority and staff authority?

    Line authority is the direct command relationship giving the right to direct subordinates; staff authority is advisory, supporting line managers with expertise and recommendations.

12. What is motivation?

    The internal psychological process that initiates, energizes, directs, and sustains goal-directed behavior to satisfy needs.

13. State the five needs in Maslow's hierarchy of needs (lowest to highest).

    1) Physiological, 2) Safety/Security, 3) Social/Belongingness, 4) Esteem, 5) Self-actualization.

14. What are the two factors in Herzberg's Two-Factor Theory?

    Hygiene factors (e.g., pay, policy, working conditions) prevent dissatisfaction but don't motivate; Motivators (e.g., achievement, recognition, growth) produce satisfaction and motivation.

15. What do Theory X and Theory Y (McGregor) assume about workers?

    Theory X assumes employees are lazy, avoid work, and need control/coercion; Theory Y assumes they are self-motivated, accept responsibility, and seek achievement.

16. What three needs make up McClelland's Acquired Needs Theory?

    Need for Achievement (nAch), Need for Power (nPow), and Need for Affiliation (nAff).

17. State Vroom's Expectancy Theory equation.

    Motivation (Force) = Expectancy x Instrumentality x Valence. Effort leads to performance (expectancy), performance leads to reward (instrumentality), and the value placed on reward (valence).

18. What three categories form Alderfer's ERG Theory?

    Existence needs, Relatedness needs, and Growth needs.

19. What is leadership?

    The process of influencing and inspiring people to willingly work toward the achievement of group or organizational goals.

20. Name the three classic leadership styles identified by Kurt Lewin.

    Autocratic (authoritarian), Democratic (participative), and Laissez-faire (free-rein) styles.

21. What are the two dimensions of the Managerial Grid (Blake and Mouton), and what is the ideal style?

    Concern for People and Concern for Production, each rated 1-9. The ideal is 9,9 'Team Management'.

22. What are the four leadership styles in Hersey-Blanchard's Situational Leadership model?

    Telling (S1), Selling (S2), Participating (S3), and Delegating (S4) - matched to follower maturity/readiness.

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