Management Exam UGC NET There is a full topic of UGC NET EXAM PREPARATION PAPER 2

1. Concept of Management
Management is an art of managing people and other resources of an
organisation. It gives various theories, tools and techniques to manage
and increase productivity of the organisation.
According to P Drucker, "Management is a multipurpose organ that
manages business and manager manages workers and work."
According to Heinz Weihrich and Harold Koontz, "Management is the
process of designing and maintaining an environment in which
individuals working together in groups, efficiently accomplish selected
aims."
Thus, it is the process of effectively achieving organisational objectives
by efficiently using restricted means and resources.

2. Elements of Management
♦️Management aims at achieving a predefined goal, thus it focuses
on effectiveness.
♦️Management deals with physical and human resource.
♦️Management is a process which is regular and continuous.
♦️The principles of management are applicable to all forms of
organisations, thus it is universal.
♦️Management deals with group of people and resources.
♦️It is an art as well as a science.

3. Characteristics of Management
Profession It is a profession because it has a systematic body, principles and procedures
which aims at achieving stipulated objectives. It requires specialised training and various
ethical code govern this profession.
Economic Function Management function is an economic function as it aims at earning
profitable returns.
Attaining Objectives Management aims at achieving rich outcomes and results, these results
can be measured in terms of money.
Authority Management is based on system of authority where in the manager is empowered
and acts in pre-arranged fashion.
Decision-making Decision-making is central to management. Decisions are made with regard
to various operational and organisational dimensions.
Inter-disciplinary Management subject draws various thoughts and model from different
subjects such as psychology, economics, mathematics, anthropology, sociology, statistics etc.
Intangible Management cannot be seen, touched or feet. It can be seen only as the result of
organisation's decision, e.g. increase in profits/goodwill etc.

4. Significance of
Management
🌸Assists in effective achievement of organisational goals.
🌸Planning reduces wastage of physical and human resources.
🌸Coordinates between various levels of organisation.
🌸Reduces duplication of work.
🌸Works as an intermediary between various functions, such as planning,
controlling, directing and organising.
🌸Reduces costs by achieving high quality output with minimum inputs.
🌸Promotes harmony in the organisation. It is done by filling various positions
with competent individuals who have right knowledge, skills and qualification.
🌸Assists the organisation in working in a dynamic environment, by planning in
advance and strategising for such dynamism.

5. Theories and Approaches
1️⃣ Scientific Management (Taylor's Theory) This theory synthesises and
evaluates the work flows of an organisation. It aims at enhancing the labour
productivity and economic efficiency.
Thus, it applies science, processes and standards in management.
2️⃣ Administrative Theory (Henry Fayol) HF propounded the theory and gave 14
principles for general management and administration. It is also known as
administrative theory. It gives a broader concept of the process of
management.

6. 3️⃣ Bureaucracy (Max Weber) This theory aims at providing a
systematic framework of an ideal organisation, which strives at
achieving economics
effectiveness and efficiency. It also structures a company or an
institution in a hierarchical form with defined levels of management.
4️⃣ Hawthorne Experiments These were series of experiments that
were conducted in 1920s. It discovered that labours are extremely
responsive to any from of additional attention given to them by their
managers. This theory propounds that workers feel motivated when
the managers shows interest in their work. It gives them a sense of
belongingness. It advocates that though financial incentives are
motivating but social incentives and issues are correspondingly

7. 5️⃣ System Theory It is one of the most prevalent organisation theory in
modern management. The institutions are either considered to be an
open or a closed system. There is an interaction with the outside
environment in open system whereas there is no such intraction in
closed system. An organisation is also a system as it comprises of
machines, technologies, assets and humans. A closed system is not
affected by the external environment, but an open system is affected.
Hence, this theory studies an organisation as a system.
6️⃣ Behavioural Management Theory In this theory, the organisation is
treated as social system of humans along with the technical-physical
system. It lays emphasis on studying an individual's beliefs, values,
attitudes in order to increase his productivity and organisation's
efficiency.

8. 7️⃣ Human Relation Approach It was propounded by Elton Mayo. It focuses on the
study of motivation, conflict and informal organisation. It focuses on
management getting things done with and through the people, thus employees
should not be treated as machines rather individuals with different behaviours.
The manager must learn the inter-personal relations between the individuals in
workplace.
8️⃣ Contingency Approach It is a modern theory of
management, also known as situational approach. It implies that one size does
not fit to all, i.e. the management's efficiency is dependent on the interaction
between behaviours or the management and situations in the organisations.
The manager must change his behaviour and decisions on the basis of
circumstances. Thus, it is called situational approach, meaning, managing
according to the situation.

9. Management Skills
Prof. Robert Katz has bifurcated managerial skills into three sub-parts. They are
as follows
🌼 Conceptual Skills These skills induce the person to have vision about the
organisation as a whole. Conceptual skills are amalgamation of initiative,
creative and analytical skills. Such skills help in identifying the source or cause
of problem, thus enabling the managers to solve the problem for the entire
organisation.
🌼 Human Relation Skills These skills are otherwise known as inter-personal
skills. It deals with an ability of the manager to effectively and efficiently work
with humans. Such skills enhance communication and working with others. This
skill is required at all the hierarchies of management, as management works
with people.

10. 🌼 Technical Skills These are skills which enhance the worker
in executing or performing the job. It enables the manager to
use various tools and machines in order to perform the
desired activity.

11. ♦️Admistrative Skills
♦️ Leadership Skills
♦️ Problem Solving skills
♦️ Decision Making Skills
♦️ Analytical Skills
♦️ Communication Skills
♦️ Listening Skills
♦️ Time Management Skills
♦️ Conflict Management Skills

12. Top Level Management
Middle Level
Management
Operational Level
Management
Level of
Management

13. Management's Role
Mintzberg has propounded various roles that a manager has to fulfil. These roles were
published in his book "Mintzberg on Management: Inside our strange world of organisations"
in the year 1990.
Inter-personal roles are those roles that deals with human, such as making networks
i.e. liaisons, motivating people i.e. leadership and emissioning and inspiring the people
Figurehead This role aims at inspiring workers in the organisation and make them feel
connected with torganization and each other. The manager plays the role of a person who is
available to help the workers and support them.
Leader The manager leads his team with constant motivation and support and focus on
achieving organisational objectives. This role includes guiding the workers about their work
and how they can accomplish set targets. The leader then rewards worker for fulfilling the
task.
Liaison A manager communicates with variety of people both inside and outside the
institution. This role is based on the communicational skills of the manager. This role is
significant as it enhances smooth functioning of the firm.

14. Information
Roles
Informational roles deals with
collecting information, analysing and
then sharing with the teammates. As a
monitor, the manager serves as a nerve
centre, as a
disseminator, he transfers the collected
information to other employees. As a
spokesperson, he transmits the
information to the individuals outside
the organisation, such as experts,
stakeholder etc.
Monitor
Disseminator
Spokesperson

15. Decisional Roles
Decisional role deals with taking decisions
for the betterment of the organisation. As
an entrepreneur, the manager explores for
new opportunities and brings change. As a
disturbance handler, he takes corrective
actions in the time of business unrest. As a
resource allocator, he approves, rejects
and makes important organisational
decisions. Finally as a negotiator, he
represents the institution at major internal
and external
negotiations.
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

16. Functions of Management
Managerial functions are series of activities that are
performed by the managers in the business. Many authors
have bifurcated the functions on the basis of different
characteristics.
Fred Luthans alongwith his co-workers have segregated
managerial functions into four categories. These are as
follows 🌸 Traditional Management 🌸 Communication
🌸HRM 🌸 Networking

17. GR Terry has defined management, "as a distinct process consisting
of planning, organising, actuating and controlling, performed to
determine and accomplish stated objectives by the use of human
beings and other resources.
🍁 Planning
🍁 Organising
🍁 Staffing
🍁 Controlling
🍁 Motivating
🍁 Controlling
🍁 Co-ordinating
🍁 Communication

18. 1️⃣ Planning
Planning focuses on looking forward and forecasting is an
essential element of planning.
Henry Fayol, "Purveyance, which is an essential element of
planning covers not merely looking into the future but
making provisions for it."
Koontz O' Donnell, "Planning is an intellectual process, the
conscious determination of course of action, the basing of
decisions on purpose, acts and considered estimates."

19. Features of Planning
✒️ Goal Oriented
✒️ Prime Activity
✒️ Pervasive
✒️ Co-ordination
✒️ Conciders Limiting
Factors
✒️ Flexibility
✒️ Intellectual Process

20. Process of Planning
Step 1 Analysing exterior business environment.
Step 2 Analysing interior business environment.
Step 3 Determining the mission, i.e. the fundamental
cause for which the organisation exists.
Step 4 Determining the objectives in operational areas,
departments and various sections.
Step 5 Forecasting by proving into the future, based on
historical data and relevant tools and techniques.

21. Step 6 Determination of different course of action, thus
this step focuses on identifying various options or
methods that are available before the management.
Step 7 Evaluation of alternative course of action. Among
the various alternatives determined before, the
managers examine their weak or strong aspects.
Step 8 Selection of the best alternative. This is the step
where real decision-making takes place.
Step 9 Establishment of sequence of action plan.
Step 10 Formulating the final action plan which comprises of
three constituents.