UGC NET Management Unit - I Syllabus

Unit - I syllabus — full chapter and topic list

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

1. 1

   Management Concepts

   1 topic

   • Concept, Process, Theories and Approaches
2. 2

   Management Functions

   5 topics

   • Planning
   • Organizing
   • Staffing
   • Coordinating
   • Controlling
3. 3

   Communication

   3 topics

   • Types
   • Process
   • Barriers
4. 4

   Decision Making

   3 topics

   • Concept
   • Process
   • Techniques and Tools
5. 5

   Organisation Structure and Design

   6 topics

   • Types
   • Authority
   • Responsibility
   • Centralisation
   • Decentralisation
   • Span of Control

Unit - I flashcards for UGC NET Management

21 of 51 cards from the Unit - I deck — real questions with worked answers.

1. Define management as a process.

   Management is the process of planning, organizing, staffing, directing, and controlling the use of human and other resources to achieve organizational goals efficiently and effectively.

2. What is the difference between efficiency and effectiveness in management?

   Efficiency means doing things right (optimal use of resources, minimum waste); effectiveness means doing the right things (achieving the intended goals/results).

3. List the basic functions (process) of management as commonly given by Koontz and O'Donnell.

   Planning, Organizing, Staffing, Directing (Leading), and Controlling.

4. What does Henri Fayol's acronym POSDCORB-related set of functions (Fayol's five) include?

   Fayol identified five functions: Planning, Organizing, Commanding, Coordinating, and Controlling.

5. What are the 14 Principles of Management given by Henri Fayol (name any seven)?

   Division of work, Authority & responsibility, Discipline, Unity of command, Unity of direction, Subordination of individual interest to general interest, Remuneration, Centralization, Scalar chain, Order, Equity, Stability of tenure, Initiative, Esprit de corps.

6. Who is regarded as the 'Father of Scientific Management' and what is his key contribution?

   F.W. Taylor; he developed Scientific Management emphasizing time-and-motion study, standardization, differential piece-rate wages, and scientific selection/training of workers.

7. State the four principles of Scientific Management by F.W. Taylor.

   (1) Science, not rule of thumb; (2) Harmony, not discord; (3) Cooperation, not individualism; (4) Development of each worker to greatest efficiency and prosperity.

8. Who is called the 'Father of Modern (Administrative) Management Theory'?

   Henri Fayol.

9. What management theory is associated with Max Weber and what are its features?

   Bureaucratic theory; features include division of labor, hierarchy of authority, formal rules and regulations, impersonality, and selection/promotion based on technical competence.

10. What did the Hawthorne Studies (Elton Mayo) establish?

    They founded the Human Relations approach, showing that social factors, group dynamics, employee morale, and attention to workers (Hawthorne effect) significantly affect productivity.

11. What are the three main approaches/schools of management thought?

    Classical approach (Scientific, Administrative, Bureaucratic), Neo-classical/Behavioral approach (Human Relations, Behavioral science), and Modern approach (Systems, Contingency, Quantitative).

12. What is the Systems Approach to management?

    It views the organization as a unified, purposeful system of interrelated and interdependent parts (subsystems) interacting with the environment through inputs, processing, outputs, and feedback.

13. What is the Contingency (Situational) Approach to management?

    It holds that there is no single best way to manage; managerial action must fit the specific situation/contingency variables (environment, technology, size, people).

14. Define planning as a function of management.

    Planning is the process of deciding in advance what to do, how to do it, when to do it, and who is to do it; it bridges the gap between where we are and where we want to go.

15. What are the main steps in the planning process?

    Setting objectives, developing premises, identifying alternatives, evaluating alternatives, selecting the best alternative, formulating derivative/supporting plans, and implementing plus reviewing the plan.

16. Distinguish between standing plans and single-use plans.

    Standing plans (policies, procedures, rules, methods) are used repeatedly for recurring situations; single-use plans (programmes, budgets, projects) are made for a specific, non-recurring purpose.

17. What is the difference between a policy and a procedure?

    A policy is a general guide that sets boundaries for decision-making; a procedure is a chronological sequence of specific steps to carry out an activity.

18. What is MBO (Management by Objectives)?

    Coined by Peter Drucker, MBO is a process where superiors and subordinates jointly set goals, define responsibilities, and use these objectives as standards for measuring and reviewing performance.

19. Define organizing as a management function.

    Organizing is the process of identifying and grouping activities, assigning duties, delegating authority, and establishing relationships so people can work together effectively to achieve objectives.

20. What are the steps in the organizing process?

    Identification and division of work, departmentalization, assignment of duties, and establishing reporting relationships (authority-responsibility structure).

21. What is departmentation and name its common bases.

    Departmentation is grouping activities into units. Common bases: by function, by product, by territory/geography, by customer, by process, and by time/shift.

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