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UGC NET Management Unit - VI Syllabus

The Unit - VI syllabus for UGC NET Management in full: 5 chapters, 7 topics and 12 sub-topics, every one listed below, plus 50 Unit - VI flashcards with answers.

5Chapters
7Topics
12Sub-topics
50Flashcards

Unit - VI syllabus: all 5 chapters

Expand any chapter to see its topics and sub-topics.

  1. Concept, Process, Decision & Types

     overview

    No separate topics listed for this chapter.

  2. Strategic Analysis

     2 topics
    • External Analysis
      • PEST
      • Porter’s Approach to Industry Analysis
    • Internal Analysis
      • Resource Based Approach
      • Value Chain Analysis

  3. Strategy Formulation

     3 topics
    • SWOT Analysis
    • Corporate Strategy
      • Growth
      • Stability
      • Retrenchment
      • Integration
      • Diversification
    • Business Portfolio Analysis
      • BCG
      • GE Business Model
      • Ansoff’s Product Market Growth Matrix

  4. Strategy Implementation

     1 topic
    • Challenges of Change

  5. Developing Programs

     1 topic
    • Mckinsey 7s Framework

UGC NET Management Unit - VI flashcards — 50 questions with answers

  1. What is External Analysis in strategic management?

    The process of examining an organization's external environment to identify opportunities and threats arising from forces outside the firm's control, such as economic, social, political, technological, competitive, and market factors.

  2. What does a PESTEL analysis examine in the external environment?

    Political, Economic, Social, Technological, Environmental, and Legal factors that affect an organization's operations and strategy.

  3. In Porter's Five Forces, what are the five competitive forces?

    1) Threat of new entrants, 2) Bargaining power of suppliers, 3) Bargaining power of buyers, 4) Threat of substitute products/services, and 5) Rivalry among existing competitors.

  4. According to Porter's Five Forces, what determines the threat of new entrants?

    Barriers to entry such as economies of scale, capital requirements, product differentiation, switching costs, access to distribution channels, and government policy.

  5. What is the difference between the macro (general) environment and the micro (task/industry) environment in external analysis?

    The macro environment consists of broad societal forces (PESTEL) affecting all firms, while the micro environment consists of industry-specific actors—competitors, customers, suppliers—that directly affect a particular firm.

  6. What is an 'opportunity' versus a 'threat' in external analysis?

    An opportunity is a favorable external condition the firm can exploit for advantage; a threat is an unfavorable external condition that could harm the firm's performance or position.

  7. What is Internal Analysis in strategic management?

    The evaluation of an organization's internal resources, capabilities, and competencies to identify its strengths and weaknesses relative to competitors.

  8. What are the four criteria of the VRIO framework for evaluating resources?

    Value, Rarity, Imitability (costly to imitate), and Organization (the firm is organized to exploit the resource).

  9. According to the Resource-Based View (RBV), what is the source of sustained competitive advantage?

    Resources and capabilities that are valuable, rare, difficult to imitate, and non-substitutable (VRIN), and that the firm is organized to exploit.

  10. What is a 'core competency' as defined by Prahalad and Hamel?

    A unique bundle of skills and technologies that provides access to a wide variety of markets, contributes significantly to customer perceived benefits, and is difficult for competitors to imitate.

  11. What is Porter's Value Chain?

    A framework that disaggregates a firm into its strategically relevant activities to understand cost behavior and sources of differentiation; it separates primary activities from support activities.

  12. What are the five primary activities in Porter's Value Chain?

    Inbound logistics, Operations, Outbound logistics, Marketing & Sales, and Service.

  13. What are the four support activities in Porter's Value Chain?

    Firm infrastructure, Human resource management, Technology development, and Procurement.

  14. What is the difference between tangible and intangible resources in internal analysis?

    Tangible resources are physical/financial assets (plant, equipment, cash) that are easily valued; intangible resources are non-physical assets (brand, reputation, patents, knowledge, culture) that are harder to value and often more valuable for advantage.

  15. What is the distinction between a resource and a capability?

    A resource is an asset the firm owns or controls (inputs); a capability is the firm's ability to deploy and coordinate resources to perform a task or activity.

  16. What does SWOT stand for?

    Strengths, Weaknesses, Opportunities, and Threats.

  17. In SWOT analysis, which elements are internal and which are external?

    Strengths and Weaknesses are internal factors; Opportunities and Threats are external factors.

  18. What is the purpose of a SWOT analysis?

    To assess an organization's strategic position by matching internal capabilities (strengths/weaknesses) with external conditions (opportunities/threats) to formulate strategy.

  19. What are the four strategy combinations in a TOWS matrix?

    SO (Strengths-Opportunities/maxi-maxi), WO (Weaknesses-Opportunities/mini-maxi), ST (Strengths-Threats/maxi-mini), and WT (Weaknesses-Threats/mini-mini).

  20. What is the difference between a SWOT matrix and a TOWS matrix?

    SWOT simply lists internal and external factors; TOWS extends SWOT by systematically matching factors to generate actionable strategies (SO, WO, ST, WT).

Show the other 30 Unit - VI flashcards

  1. What is an SO (Strengths-Opportunities) strategy in the TOWS matrix?

    A strategy that uses the firm's internal strengths to take advantage of external opportunities; the most desirable, aggressive position.

  2. What is a WT (Weaknesses-Threats) strategy in the TOWS matrix?

    A defensive strategy that aims to minimize internal weaknesses and avoid external threats, often involving retrenchment, divestiture, or liquidation.

  3. What is Corporate-level strategy?

    Strategy concerned with the overall scope and direction of the organization—what businesses to compete in and how to add value across the portfolio of businesses (the question of 'where to compete').

  4. How does corporate strategy differ from business strategy?

    Corporate strategy decides which businesses/industries to operate in (scope of the whole firm); business strategy decides how to compete and gain advantage within a particular business/industry.

  5. What are the three grand/directional strategies at the corporate level?

    Growth (expansion), Stability, and Retrenchment (defensive) strategies.

  6. What is the difference between related and unrelated diversification?

    Related diversification enters businesses with strategic fit/shared value-chain links to existing businesses; unrelated (conglomerate) diversification enters businesses with no meaningful operational relationship.

  7. What is the difference between horizontal and vertical integration?

    Horizontal integration is acquiring/merging with competitors at the same value-chain stage; vertical integration is expanding into earlier (backward) or later (forward) stages of the supply chain.

  8. What are the components of Ansoff's Product-Market Growth Matrix?

    Market Penetration (existing product/existing market), Market Development (existing product/new market), Product Development (new product/existing market), and Diversification (new product/new market).

  9. What are the typical retrenchment strategies at the corporate level?

    Turnaround, Divestiture (selling a business unit), and Liquidation (selling off assets and ceasing operations).

  10. What is Business Portfolio Analysis?

    A technique used by multi-business firms to analyze and manage their various business units as a portfolio, allocating resources based on each unit's competitive position and market attractiveness.

  11. What are the two axes of the BCG Growth-Share Matrix?

    Market Growth Rate (vertical axis, industry attractiveness) and Relative Market Share (horizontal axis, competitive position).

  12. What are the four quadrants/categories of the BCG Matrix?

    Stars (high growth, high share), Cash Cows (low growth, high share), Question Marks/Problem Children (high growth, low share), and Dogs (low growth, low share).

  13. In the BCG Matrix, what is a 'Cash Cow' and how should it be managed?

    A business with high relative market share in a low-growth market that generates more cash than it consumes; it should be 'milked' to fund Stars and Question Marks.

  14. In the BCG Matrix, what is a 'Star' and what is its recommended strategy?

    A business with high market share in a high-growth market; it needs heavy investment to maintain its leadership and is expected to become a Cash Cow as growth slows.

  15. In the BCG Matrix, what is a 'Dog' and what is the typical recommended action?

    A business with low market share in a low-growth market that generates little cash; the recommended action is usually divestiture or liquidation.

  16. In the BCG Matrix, what is a 'Question Mark' (Problem Child)?

    A business with low relative market share in a high-growth market; it consumes cash and requires a decision to invest heavily (build into a Star) or divest.

  17. What are the two dimensions of the GE-McKinsey Nine-Cell Matrix?

    Industry (Market) Attractiveness and Business Unit (Competitive) Strength, each rated high/medium/low to form a 3x3 grid.

  18. How does the GE-McKinsey Matrix differ from the BCG Matrix?

    The GE Matrix uses multiple weighted factors for two composite dimensions (industry attractiveness and competitive strength) across nine cells, whereas BCG uses just two single measures (market growth and relative market share) across four cells.

  19. What three strategic prescriptions emerge from the GE-McKinsey Matrix zones?

    Invest/Grow (top-left strong cells), Selectivity/Hold/manage for earnings (diagonal cells), and Harvest/Divest (bottom-right weak cells).

  20. How is Relative Market Share calculated in the BCG Matrix?

    Relative Market Share = Business unit's market share Ă· market share of its largest competitor (a value above 1.0 indicates market leadership).

  21. What does the BCG Matrix assume about the relationship between market share and profitability?

    It assumes that higher relative market share leads to greater cumulative experience and economies of scale, lowering costs and increasing profitability/cash generation (the experience curve effect).

  22. What are the seven elements of the McKinsey 7S Framework?

    Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff.

  23. In the McKinsey 7S Framework, which are the 'hard' S's and which are the 'soft' S's?

    Hard S's: Strategy, Structure, Systems (tangible, easier to define/manage). Soft S's: Shared Values, Skills, Style, Staff (intangible, culture-driven).

  24. What is the central element of the McKinsey 7S Framework and why?

    Shared Values (originally 'Superordinate Goals') is central because it lies at the core, connecting all other elements and representing the organization's guiding principles and culture.

  25. In the McKinsey 7S model, what does 'Style' refer to?

    The leadership and management style—how managers behave, interact, and lead, and the culture and patterns of behavior they reinforce.

  26. In the McKinsey 7S model, what is the distinction between 'Skills' and 'Staff'?

    Skills are the distinctive competencies and capabilities of the organization as a whole; Staff refers to the people/human resources—their numbers, types, recruitment, development, and motivation.

  27. What is the key premise of the McKinsey 7S Framework?

    That organizational effectiveness requires all seven interdependent elements to be aligned and mutually reinforcing; a change in one element requires adjusting the others.

  28. What are the main 'Challenges of Change' that organizations face when implementing strategy?

    Resistance to change, organizational inertia, inadequate resources/skills, poor communication, cultural misalignment, lack of leadership commitment, and uncertainty/fear among employees.

  29. What are the stages of Lewin's three-step model of change?

    Unfreezing (preparing for change/breaking the status quo), Changing/Moving (implementing the new state), and Refreezing (stabilizing and institutionalizing the change).

  30. What are common methods for overcoming resistance to change (per Kotter and Schlesinger)?

    Education and communication, Participation and involvement, Facilitation and support, Negotiation and agreement, Manipulation and co-optation, and Explicit and implicit coercion.

UGC NET Management Unit - VI FAQ

What is in the UGC NET Management Unit - VI syllabus?

UGC NET Management Unit - VI is split into 5 chapters: Concept, Process, Decision & Types, Strategic Analysis, Strategy Formulation, Strategy Implementation and Developing Programs. Together they contain 7 topics and 12 sub-topics.

How many chapters are in UGC NET Management Unit - VI?

5 chapters, containing 7 topics and 12 sub-topics. The largest chapter is Strategy Formulation, with 3 topics.

Are there flashcards for UGC NET Management Unit - VI?

Yes — a 50-card Unit - VI deck, printed in full in the flashcards section of this page and available in the Examius app with spaced repetition. The free plan covers one exam of your choice, including its flashcards; Examius Pro, a one-time purchase, unlocks every other exam and deck.