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CLASSICAL APPROACH Classical management thought can be divided into three separate schools: scientific management, administrative theory and bureaucratic management. Classical theorists formulated principles for setting up and managing organizations. These views are labeled classical because they form the foundation for the field of management thought. The major contributors to the three schools of management thought scientific management, administrative theory and bureaucratic management are Frederick W. Taylor, Henry Fayol and Max Weber respectively. Scientific Management Scientific management became increasingly popular in the early 1900s. In the early 19th century, scientific management was defined as that kind of management which conducts a business or affairs by standards established, by facts or truths gained through systematic observation, experiment, or reasoning. In other words, it is a classical management approach that emphasizes the scientific study of work methods to improve the efficiency of the workers. Some of the earliest advocates of scientific management were Frederick W. Taylor (18561915), Frank Gilbreth (1868-1924), Lillian Gilbreth (1878-1972), and Henry Gantt (1861-1919). Frederick Winslow Taylor Frederick Winslow Taylor took up Henry Townes challenge to develop principles of scientific management. Taylor, considered father of scientific management, wrote The Principles of Scientific Management in 1911. An engineer and inventor, Taylor first began to experiment with new managerial concepts in 1878 while employed at the Midvale Steel Co. At Midvale, his rise from laborer to chief engineer within 6 years gave him the opportunity to tackle a grave issue faced by the organization the soldiering problem. Soldiering refers to the practice of employees deliberately working at a pace slower than their capabilities. According to Taylor, workers indulge in soldiering for three main reasons: Workers feared that if they increased their productivity, other workers would lose their jobs. Faulty wage systems employed by the organization encouraged them to work at a slow pace. Outdated methods of working handed down from generation to generation led to a great deal of wasted efforts. Table 2. 4: Four Steps in Scientific Management Step Description Step 1 Develop a science for each element of the job to replace o methods. Step 2 Scientifically select employees and then train them to do in Step 1. Step 3 Supervise employees to make sure they follow the prescr performing their jobs. Step 4 Continue to plan the work but use workers to actually get In essence, scientific management as propounded by Taylor emphasizes: Need for developing a scientific way of performing each job. ii. Training and preparing workers to perform that particular job. iii. Establishing harmonious relations between management and workers so that the job is performed in the desired way. Frank and Lillian Gilbreth After Taylor, Frank and Lillian Gilbreth made numerous contributions to the concept of scientific management. Frank Gilbreth (1868-1924) is considered the father of motion study. Lillian Gilbreth (1878-1972) was associated with the research pertaining to motion studies. Motion study involves finding out the best sequence and minimum number of motions needed to complete a task. Frank and Lillian Gilbreth were mainly involved in exploring new ways for eliminating unnecessary motions and reducing work fatigue. The Gilbreths devised a classification scheme to label seventeen basic hand motions such as search, select, position, and hold which they used to study tasks in a number of industries. These 17 motions, which they called therbligs (Gilbreth spelled backward with thet and h transposed), allowed them to analyze the exact elements of a workers hand movements. Frank Gilbreth also developed the micromotion study. A motion picture camera and a clock marked off in hundredths of seconds was used to study motions made by workers as they performed their tasks. He is best known for his experiments in reducing the number of motions in bricklaying. By carefully analyzing the bricklayers job, he was able to reduce the motions involved in bricklaying from 18 to 4. Using his approach, workers increased the number of bricks laid per day from 1000 to 2700 (per hour it went up from 120 to 350 bricks) without exerting themselves.

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Lillians doctoral thesis (published in the early 1900s as The Psychology of Management) was one of the earliest works which applied the findings of psychology to the management of organizations. She had great interest in the human implications of scientific management and focused her attention on designing methods for improving the efficiency of workers. She continued her innovative work even after Franks death in 1924, and became a professor of management at Purdue University. Lillian was the first woman to gain eminence as a major contributor to the development of management as a science. In recognition of her contributions to scientific management, she received twenty-two honorary degrees. FUNCTIONS OF MANAGERS The functions of a manager provide a useful framework for organizing management knowledge under the various heads of planning, organizing, staffing, leading and controlling. Managerial functions are effective tools for managers to achieve the organizations planned objectives. They include the general administrative duties that need to be carried out in virtually all organizations. Figure 1. 2 depicts the management process and shows the various functions that managers are involved in. It is evident from the figure that managers are involved in more than one activity at the same time. Planning Planning can be defined as the process, by which, managers decide the mission and objectives of the firm and take necessary steps to achieve the desired objectives. At the same time, managers need to determine the future trends in business and incorporate change and innovation into the organization from time to time. There are various types of plans and they may range from planning to define the overall purposes and objectives of an organization to planning for a specific action. Planning helps a firm decide its future course of action. Organizing Organizing is the process of assigning tasks and allocating resources to individuals to enable them to accomplish organizational goals. Organizing is a continuous process of determining which tasks are to be performed how tasks can best be combined into specific jobs how jobs can be grouped into various units the authority and reporting relationships within the corporate hierarchy The organizational structure of a firm is a key element in determining its success or failure. If plans are not organized properly even the best of plans can fail. On the other hand, the pitfalls associated with a poor plan can be eliminated by excellent organization. Staffing Today, staffing is better known as human resource management and involves manning or filling the various positions in the organizational hierarchy. Activities like determining manpower requirements, assessing the number of people presently available in the organization, recruiting and selecting candidates, training and placing them in the organization come under the purview of staffing. This function also deals with compensation, performance appraisal, promotion and career planning. Leading Leading is defined as the management function of influencing, motivating, and directing people towards the achievement of organizational goals. It is the management function that involves influencing and inspiring team members to perform well and accomplish corporate objectives. Leading involves communicating with others, leadership styles and approaches, (3) motivating people to put forth the effort required to achieve organizational goals. In simple words, it is the act of making things happen through others. Controlling The final step in the management process is to monitor the progress of an organization towards its goals. Controlling can be defined as the continuous measurement and analysis of actual operations against the established industry standards developed during the planning process and corrections of deviations, if any. The basic control process involves comparing performance with standards, determining where negative deviations occur developing remedial measures to correct deviations.

Henry Laurence Gantt

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3. 4. 5. 6. 7. 8.

Henry L. Gantt (1861-1919) was a close associate of Taylor at Midvale and Bethlehem Steel. Gantt later became an independent consultant and made several contributions to the field of management. He is probably best remembered for his work on the task-and-bonus system and the Gantt chart. Under Gantts incentive plan, if the worker completed the work fast, i. e. in less than the standard time, he received a bonus. He also introduced an incentive plan for foremen, who would be paid a bonus for every worker who reached the daily standard. If all the workers under a foreman reached the daily standard, he would receive an extra bonus. Gantt felt that this system would motivate foremen to train workers to perform their tasks efficiently. The Gantt Chart is still used today by many organizations. It is a simple chart that compares actual and planned performances. The Gantt chart was the first simple visual device to maintain production control. The chart indicates the progress of production in terms of time rather than quantity. Along the horizontal axis of the chart, time, work scheduled and work completed are shown. The vertical axis identifies the individuals and machines assigned to these work schedules. The Gantt chart compares a firms scheduled output and expected completion dates to what was actually produced during the year. Gantts charting procedures were precursors of todays program evaluation and review techniques. Limitations of scientific management Scientific management has provided many valuable insights in the development of management thought. In spite of the numerous contributions it made, there are a few limitations of scientific management. They are: The principles of scientific management revolve round problems at the operational level and do not focus on the management of an organization from a managers point of view. These principles focus on the solutions of problems from an engineering point of view. The proponents of scientific management were of the opinion that people were rational and were motivated primarily by the desire for material gain. Taylor and his followers overlooked the social needs of workers and overemphasized their economic and physical needs. Scientific management theorists also ignored the human desire for job satisfaction. Since workers are more likely to go on strike over factors like working conditions and job content (the job itself) rather than salary, principles of scientific management, which were based on the rational worker model, became increasingly ineffective. Administrative Theory While the proponents of scientific management developed principles that could help workers perform their tasks more efficiently, another classical theory the administrative management theory focused on principles that could be used by managers to coordinate the internal activities of organizations. The most prominent of the administrative theorists was Henri Fayol. French industrialist Henri Fayol (1841-1925), a prominent European management theorist, developed a general theory of management. Fayol believed that with scientific forecasting and proper methods of management, satisfactory results were inevitable. Fayol was unknown to American managers and scholars until his most important work, General and Industrial Management, was translated into English in 1949. Many of the managerial concepts that we take for granted today were first articulated by Fayol. According to Fayol, the business operations of an organization could be divided into six activities Fayol outlined fourteen principles of management: Division of work: Work specialization results in improving efficiency of operations. The concept of division of work can be applied to both managerial and technical functions. Authority and responsibility: Authority is defined as the right to give orders and the power to exact obedience. Authority can be formal or personal. Formal authority is derived from ones official position and personal authority is derived from factors like intelligence and experience. Authority and responsibility go hand-in-hand. When a manager exercises authority, he should be held responsible for getting the work done in the desired manner. Discipline: Discipline is vital for running an organization smoothly. It involves obedience to authority, adherence to rules, respect for superiors and dedication to ones job. Unity of command: Each employee should receive orders or instructions from one superior only. Unity of direction: Activities should be organized in such a way that they all come under one plan and are supervised by only one person. Subordination of the individual interest to the general interest: Individual interests should not take precedence over the goals of the organization. Remuneration: The compensation paid to employees should be fair and based on factors like business conditions, cost of living, productivity of employees and the ability of the firm to pay. Centralization: Depending on the situation, an organization should adopt a centralized or decentralized approach to make optimum use of its personnel.

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Scalar chain: This refers to the chain of authority that extends from the top to the bottom of an organization. The scalar chain defines the communication path in an organization. Order: This refers to both material and social order in organizations. Material order indicates that everything is kept in the right place to facilitate the smooth coordination of work activities. Similarly, social order implies that the right person is placed in the right job (this is achieved by having a proper selection procedure in the organization). Equity: All employees should be treated fairly. A manager should treat all employees in the same manner without prejudice. Stability of tenure of personnel: A high labor turnover should be prevented and managers should motivate their employees to do a better job. Initiative: Employees should be encouraged to give suggestions and develop new and better work practices. Espirit de corps: This means a sense of union. Management must inculcate a team spirit in its employees. 15. SPAN OF MANAGEMENT 16. Organizations are growing in terms of size and geographical coverage, thereby increasing the workload of executives. To cope up with this workload, managers should delegate routine activities to their subordinates. Delegation of such activities would leave managers free to handle key strategic issues. The number of subordinates a manager has to supervise has a direct bearing on the degree to which managers can interact with and supervise subordinates. The span of control refers to the number of subordinates a superior can supervise efficiently and effectively. 17. According to Kathryn M. Bartol and David C. Martin, The span of management or span of control is the number of subordinates who report directly to a specific manager. 18. The principle of span of management states that there is a limit to the number of subordinates a manager can effectively supervise, but the exact number will depend on the impact of underlying factors. 19. One important thing is to be noted in the definition cited above. It is not how many people who report to a manager that matters. What matters is how many people who have to work with each other report to a manager. What counts are the number of relationships rather than the number of men. 20. The span of control is a very important principle that emphasizes the need for coordination among the subordinates working under a particular manager. The question therefore arises: how many people can a manager supervise effectively? Students of management have come to the conclusion that a manager can effectively manage usually four to eight subordinates at the upper levels, and eight to fifteen subordinates at the lower levels. According to the British consultant, Lyndall Urwick, the ideal number of subordinates for a higher level executive should be four while the number of 21. subordinates for an executive at the lower level may be eight or twelve. Others are of the view that a manager can manage twenty to thirty subordinates. 22. THE PROCESS OF ORGANIZING 23. The process of organizing follows a logical sequence. The process of organizing consists of the following six steps: The objectives of the organization should be established The supporting objectives, policies and plans should be formulated The activities required to achieve the objectives should be identified and classified The best way of grouping the activities and utilizing the available human and material resources should be chosen Authority should be delegated to the head of each group so that they can perform their activities The various groups should be connected to each other, both horizontally as well as vertically, by means of authority relationships and information flows. Prerequisites for effective organizing The span of management and the levels of organization are clearly defined The factors determining the basic framework of departmentation, along with their strengths and weaknesses, are taken into consideration The different kinds of authority and responsibility relationships that exist in an organization are understood The way authority is delegated throughout the organization structure, along with the degree of delegation, is taken into consideration The way the manager implements organization theory is considered WRITE SHORTS NOTES ON ORGANIZATIONAL BEHAVIOR (CONT ...) ORGANIZATIONAL BEHAVIOR: LEADERSHIP AND ITS STYLES The successful organization has one major common attribute that sets them apart from unsuccessful organization: Dynamic and effective leadership. Leadership is a learned behavior. Rarely is one born with the ability to lead. Even charisma is learned. Though many may dream of a leadership role, it is often dismissed as "impossible. " We often think of leaders as a single personality type, "born to lead. " But in reality all that leaders have in common are the initiative and the desire. There is no one leadership personality. Leaders are forged from all types. Leadership is the ability to get people to follow. Leadership is more than getting people to do what is asked. A good leader motivates people to want to do what is asked. A leader must provide a clear vision, a direction. They must know where they

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are going and why. They must communicate that vision clearly and with a passion. The passion and logic of the vision must motivate the followers to make the vision their own. The significance of leadership also stems from the nature of human membership in the organizational settings. Keith Davis defines leadership as ability to persuade others to seek defined objectives enthusiastically. It is the human factor that binds people together and motives them towards goals. Leadership is one form of dominance, in which the followers more or less willingly accept direction and control by another person. Leadership is practiced by leadership style. Which is the total pattern of leaders it represents their philosophy, skills, and attitude. Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. There are three different styles of leadership: Authoritarian (autocratic), Participative (democratic), Delegative (free reign) Although most leaders use all three styles, one of them becomes the dominate one. Authoritarian (autocratic) This type is used when the leader tells her employees what she wants done and how she wants it done, without getting the advice of her people. Some of the appropriate conditions to use it, when you have all the information to solve the problem, you are short on time, and your employees are well motivated. Some people think that this style includes yelling, using demeaning language, and leading by threats and abuse of power. This is not the authoritarian style... it is an abusive, unprofessional style of leadership. However, if you have the time and you want to gain more commitment and motivation from your employee, then you should use the participative style. Participative (democratic) This type of style involves the leader including one or more employees in on the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness; it is a sign of strength that your employees will respect. This is normally used when you have some of the information, and your employees have some of the information. This allows them to become part of the team and allows you to make a better decision. Delegative (free reign) In this style, the leader allows the employees to make the decision. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks WRITE SHORTS NOTES ON ORGANIZATIONAL BEHAVIOR ORGANIZATIONAL BEHAVIOR: PERCEPTION Perception is an important cognitive process deciding how a person will behave. Through this complex process people interpret world to themselves. Perception is a unique phenomenon, influencing people behave differently. Externally stimuli selectively are affecting by such factors as the intensity, size, movement, repetition etc. Internally perceptual selectivity is influenced by learning, culture, experience, interest, motivation etc. Perception is the process of receiving, selecting, organizing, interpreting, checking, and reacting to sensory stimuli or data. \perception is the process by which individuals organize and interpret information about his environment in order to give meaning to their environment. Kolasa defines perception as the selection and organization of material which stems from the outside environment at one time or the other to provide the meaningful entity we experience Perception is much more complex and much more boarder than sensation. The perceptual process can be defines as a complicated interaction of selection, organization, and interpretation of stimuli. The perceptual process overcomes the sensual process and the person sees the object as stationary. Perceptual process is of utmost significance in understanding human behavior. It is unique interpretation instead of a precise recording of the situation. Perception involves 5 subprocesses. They are stimulus, registration, interpration, feedback and consequence. Perception initiates with the presence of a stimulus situation. In organizational settings the superior forms the stimulus situation for the subordinates perceptual process. Registration involves the physiological mechanism including both sensory and neural. Interpretation is a highly crucial sub process. Other psychological process assists in perceptual interpretation. Feedback is important for interpreting the perceptual event data. In work settings, the psychological feedback that is likely to affect a subordinates perception may be in the form of variation in the behavior of superior. Perception ends in reaction or response, which may be in the overt or convert form. As a consequence of perception, an individual responds to work demands. These sub process indicate the complexity of perception. JOB EVALUATION What is job evaluation? what are the different ways in which a job evaluation can be carried out? Job evaluation is a systematic assessment of job content. It establishes the worth of a job in terms of salary or wage compared to other jobs. Many elaborate schemes have been developed and applied with varying degrees of success.

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While some structure is necessary on a project, pay is more likely to be governed by market conditions, scarcity, individual knowledge, performance or trade agreements. Job evaluation is the method of ordering jobs or positions with respect to their value or worth to the organization, and placing them into job families and zones. Job evaluation is the A formal process by which management creates a job worth hierarchy within an organization. The two basic approaches are the market data approach and the job content approach. The different ways in which a job evaluation can be carried out is Ranking This method is one of the simplest to administer. Jobs are compared to each other based on the overall worth of the job to the organization. The 'worth' of a job is usually based on judgements of skill, effort (physical and mental), responsibility (supervisory and fiscal), and working conditions. Advantages Simple. Very effective when there are relatively few jobs to be evaluated (less than 30). Disadvantages Difficult to administer as the number of jobs increases. Rank judgements are subjective. Since there is no standard used for comparison, new jobs would have to be compared with the existing jobs to determine its appropriate rank. In essence, the ranking process would have to be repeated each time a new job is added to the organization. 1. Ranking Methods 2. Ordering Simply place job titles on 3x5 inch index cards then order the titles by relative importance to the organization. 3. Weighting 4. Paired Comparison ii)Classification Jobs are classified into an existing grade/category structure or hierarchy. Each level in the grade/category structure has a description and associated job titles. Each job is assigned to the grade/category providing the closest match to the job. The classification of a position is decided by comparing the whole job with the appropriate job grading standard. To ensure equity in job grading and wage rates, a common set of job grading standards and instructions are used. Because of differences in duties, skills and knowledge, and other aspects of trades and labor jobs, job grading standards are developed mainly along occupational lines. The standards do not attempt to describe every work assignment of each position in the occupation covered. The standards identify and describe those key characteristics of occupations which are significant for distinguishing different levels of work. They define these key characteristics in such a way as to provide a basis for assigning the appropriate grade level to all positions in the occupation to which the standards apply. Advantages Simple. The grade/category structure exists independent of the jobs. Therefore, new jobs can be classified more easily than the Ranking Method. Disadvantages Classification judgments are subjective. The standard used for comparison (the grade/category structure) may have built in biases that would affect certain groups of employees (females or minorities). Some jobs may appear to fit within more than one grade/category. iii)Factor Comparison A set of compensable factors are identified as determining the worth of jobs. Typically the number of compensable factors is small (4 or 5). Examples of compensable factors are: Skill Responsibilities Effort Working Conditions Next, benchmark jobs are identified. Benchmark jobs should be selected as having certain characteristics. equitable pay (not overpaid or underpaid) range of the factors (for each factor, some jobs would be at the low end of the factor while others would be at the high end of the factor). This process establishes the rate of pay for each factor for each benchmark job. Slight adjustments may need o be made to the matrix to ensure equitable dollar weighting of the factors. The other jobs in the organization are then compared with the benchmark jobs and rates of pay for each factor are summed to determine the rates of pay for each of the other jobs. Advantages The value of the job is expressed in monetary terms. Can be applied to a wide range of jobs. Can be applied to newly created jobs. Disadvantages The pay for each factor is based on judgements that are subjective. The standard used for determining the pay for each factor may have build in biases that would affect certain groups of employees (females or minorities). iv) Point Method A set of compensable factors are identified as determining the worth of jobs. Typically the compensable factors include the major categories of: Skill Responsibilities Effort Working Conditions These factors can then be further defined. Skill Experience

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Education Ability Responsibilities Fiscal Supervisory Effort Mental Physical Working Conditions Location Hazards Extremes in Environment The point method is an extension of the factor comparison method. Each factor is then divided into levels or degrees which are then assigned points. Each job is rated using the job evaluation instrument. The points for each factor are summed to form a total point score for the job. Jobs are then grouped by total point scores and assigned to wage/salary grades so that similarly rated jobs would be placed in the same wage/salary grade. Advantages The value of the job is expressed in monetary terms. Can be applied to a wide range of jobs. Can be applied to newly created jobs. Disadvantages The pay for each factor is based on judgements that are subjective. The standard used for determining the pay for each factor may have build in biases that would affect certain groups of employees (females or minorities). HUMAN RESOURCE PLANNING Human resource planning is the process of determining future human resource needs relative to an organizations strategic plan and devising the steps necessary to meet those needs. It involves estimating the size and composition of the future work force, and helping the organization acquire the right number and the right kind of people when they are needed. Staffing Though the term human resource management is frequently used for the managerial function of staffing, staffing is just a part of the HRM process and plays an important role. Staffing involves a set of activities aimed at attracting and selecting individuals for positions in a way that will facilitate the achievement of organizational goals. The two basic steps of staffing are recruitment and selection. The staffing process is a systematic attempt to implement the human resource plan by recruiting, evaluating and selecting qualified candidates for job positions in the organization. Recruitment involves finding and attempting to attract job candidates who are suitable for filling job vacancies. Job analysis, job description, and job specification are important tools in the recruitment process. Once suitable candidates are attracted to the job position, the management needs to find qualified people to fill the positions through the selection process. Several methods are used in selecting prospective candidates. These include preliminary screening, application blank, selection test, comprehensive interviews, etc. Training and Development Although organizations often recruit fully qualified individuals who require little or no training, training is usually undertaken for new recruits as well as for existing manpower, who require improved skills in order to advance in the organization. Employees at all levels managerial, technical and operative will require some training at some point of time in their careers. Although the objectives, methods, and course or program contents often differ, the basic principles of teaching/learning are the same. Training is formally defined as a planned effort to improve the performance of the employee in his area of work. In other words, training denotes efforts to increase employee skills in their jobs. For instance, employees might be instructed in new decision-making techniques or the capabilities of data processing systems. Development programs are designed to educate employees beyond the requirements of their present positions in order to prepare them for promotions. They also help them get accustomed to the organizational climate. Development is long-term in nature. It helps the employee fit into the organization. Thus, the processes of training and development aim at increasing the ability of individuals and groups to contribute to organizational effectiveness. Performance Appraisal Performance appraisal compares an individuals job performance against standards or objectives developed for the individuals position. The process of performance appraisal involves defining the expectations for employee

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performance, measuring, evaluating and recording employee performance against these expectations, and providing the employee with feedback regarding his performance. The major purpose of performance appraisal is to influence employee performance and development in a positive way. When the performance is high, the individual is likely to be rewarded (by a hike in pay or a promotion). If performance is low, some corrective action (such as additional training and development) might be arranged to make the performance meet the desired standards. Thus, effective performance appraisal as a control technique, requires standards, information and corrective action. Standards in performance evaluation are prior specifications of acceptable levels of job performance. Information must be available in order to measure the actual job performance against the standard job performance. Corrective action must be taken by managers to restore any imbalance between actual and standard job performance. Compensation Compensation consists of the wages paid directly to the employees for the amount of time worked or the number of units produced. It also includes the monetary and non-monetary benefits that an employee receives as part of his employment relationship with the organization. Wages paid for time worked (or number of units produced) are typically payments made in the form of cash and reflect direct work-related remuneration such as basic pay, merit increases, or bonuses. Benefits, on the other hand, are forms of supplementary non-monetary payments over and above the wages paid. They include various protection plans (such as employee insurance), services (such as company cafeteria), pay for time not worked (such as during vacations or sick leave), and income supplements (such as stock ownership plans). A sound compensation program enhances the organizations ability to attract and retain employees. The compensation program affects every member of the organization, and it is one of the most important and timeconsuming tasks of the human resources department. HRM INTRODUCTION The most important resource of an organization is its human resources the people who work in the organization. People are vital for the effective operation of a company. To meet the challenges and competitive atmosphere of todays business environment, managers must recognize the potential of human resources, and then acquire, develop and retain these resources. This forms the basis of human resource management (HRM). HRM is the management of various activities that are designed to enhance the effectiveness of the manpower in an organization in the achievement of organizational goals. Acquiring skilled, talented, and motivated employees is an important part of HRM. Human resource management forms a crucial function in organizations of all sizes. Larger firms usually have a separate HRM department. Small organizations, however, cannot always afford to have a separate HRM department that can continually follow the performance of individuals in the organization and review their accomplishment of goals. Instead, in such organizations, each manager is responsible for utilizing the skills and talents of the employees under him, effectively. Traditionally, HRM departments had a relatively small role to play in the organizations overall mission and plans. They developed staffing plans, handled complaints, determined benefits and compensation, and conducted performance appraisal programs. These activities were, and still are, very important in managing an organization. However, today HRM departments are playing a more strategic role in charting the course of their firms. Changes in the environment, such as increasing costs, changing demographics and limited skilled labor supply, rapid technological changes and the need for new skills, have created a strategic need for HRM expertise. These changes have led to the acknowledgment that human resources need careful attention and are vital to the success of any business. In this chapter, we will first discuss HR planning. The other steps in the HRM process staffing, training and development, performance appraisal, and compensation will also be discussed. The later part of the chapter will discuss the two important elements of staffing recruitment and selection. The chapter concludes with a description of the socialization process of new employees. Human resource management: an overview Human Resource Management (HRM) may be defined as the organized function of planning for human resource needs, and recruitment, selection, development, compensation and evaluation of performance to fill those needs. The HRM process is an ongoing function that aims to keep the organization supplied with the right people in the right positions, when they are needed. HRM includes five basic activities: human resource planning staffing training and development performance appraisal compensation

MODEL UGC NET PAPER I MODEL UGC NET PAPER I Set 1 This sample paper in for Paper I of the UGC NET Exam which is common for all streams. 1. Which one of the following is the main objective of teaching? 1. To give information related to the syllabus. (b) To develop thinking power of students. (c) To dictate notes to students. (d) To prepare students to pass the examination. 2. Which one of the following is a good method of teaching? 1. Lecture and Dictation (b) Seminar and Project (c) Seminar and Dictation (d) Dictation and Assignment 3. Teacher uses teaching aids for 1. Making teaching interesting (b) Making teaching within understanding level of students (c) Making students attentive. (d) The sake of its use. 4. Effectiveness of teaching depends on 1. Qualification of teacher (b) Personality of teacher (c) Handwriting of teacher (d) Subject understanding of teacher 5. Which of the following is not characteristic of a good question paper? 1. Objectivity (b) Subjectivity (c) No use of vague words (d) Reliable. 6. A researcher is generally expected to: 1. Study the existing literature in a field (b) Generate new principles and theories (c) Synthesize the idea given by others (d) Evaluate the findings of a study 7. One of the essential characteristics of research is: 1. Replicability (b) Generalizability (c) Usability (d) Objectivity 8. The Government of India conducts Census after every 10 years. The method of research used in this process is: 1. Case Study (b) Developmental (c) Survey (d) Experimental 9. An academic association assembled at one place to discuss the progress of its work and future plans. Such an assembly is known as a 1. Conference (b) Seminar (c) Workshop (d) Symposium 10. An investigator studied the census date for a given area and prepared a write-up based on them. Such a write-up is called 1. Research paper (b) Article (c) Thesis (d) Research report Answers 2. B 3. B 4. B 5. D 6. B 7. B 8. D 9. C 10. A 11. B MODEL UGC NET PAPER I (CONT ...) MODEL UGC NET PAPER I Set 2 Read the following passage and answer the Question Nos. 11 to 15 The constitution guarantees every citizen the fundamental right to equality. Yet after 50 years of independence, just one perusal of the female infant mortality figures, the literacy rates and the employment opportunities for women is sufficient evidence that discrimination

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exists. Almost predictably, this gender, bias is evident in our political system as well. In the 13th Lok Sabha, there were only 43 women MPs out of total of 543; it is not a surprising figure, for never has women's representation in Parliament been more than 10 per cent. Historically, the manifestos of major political have always encouraged women's participation. It has been merely a charade. So, women's organizations, denied a place on merit, opted for the last resort; a reservation of seats for women in parliament and State Assemblies. Parties, which look at everything with a vote bank in mind, seemed to endorse this. Alas, this too was a mirage. But there is another aspect also. At a time when caste is the trump card, some politicians want the bill to include further quotas fro women from among minorities and backward castes. There is more to it. A survey shows that there is a general antipathy towards the bill. It is actually a classic case of doublespeak: in public, politicians were endorsing women's reservation but in the backrooms of Parliament, they were busy sabotaging it. The reasons are clear: Men just don't want to vacate their seats of power. The problem raised in the passage reflects badly on our Political system (b) Social behaviour (c) Individual behaviour (d) Behaviour of a group of people According to the passage, political parties have mostly in mind Economic prosperity (b) Vote bank (c) People' welfare (d) Patriotism "Trump Card" means Trying to move a dead horse (b) Playing the card cautiously (c) Sabotaging all the moves by others (d) Making the final jolt for success The sentence "Men just don't want to vacate their seats of power" implies Lust for power (b) Desire to serve the nation (c) Conviction in one's own political abilities (d) Political corruption What is the percentage of women in the Lok Sabha 10 (b) 7. 91 (c) 43 (d) 9. 1 Informal communication network within the organization is knows as Interpersonal communication (b) Intrapersonal Communication (c) Mass Communication (d) Grapevine Communication TV Channel launched fro covering only Engineering and Technology subject is known as Gyan Darshan (b) Vyas (c) Eklavya (d) Kisan In which state the maximum number of periodicals are brought out for public information: Uttar Pradesh (b) Tamil Nadu (c) Kerala (d) Punjab The main objective of public broadcasting system i. e Prasar Bharti is Inform, Entertainment & Education (b) Entertain, Information & Interaction (c) Educate, Interact & entertain (d) Entertainment only The competerrcy of an effective communicator can be judged on the basis of: Personality of communicator (b) Experience in the field (c) Interactivity with target audience (d) Meeting the needs of target audience. Answers 11. B 12. B 13. D 14. A 15. B 16. D 17. C 18. C 19. A 20. D MODEL UGC NET PAPER I (CONT ...)

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MODEL UGC NET PAPER I Set 3 21. Which one of the following belongs to the category of homogeneous date: Multi-storeyed houses in a colony (b) Trees in a garden (c) Vehicular traffic on a highway (d) Student population in a class 22. In which of the following ways a theory is not different from a belief? Antecedent - consequent (b) Acceptability (c) Verifiability (d) Demonstratability 23. The state - "Honesty is the best policy" is A fact (b) An value (c) An opinion (d) A value judgement 24. Which one is like pillar, pole and standard? Beam (b) Plank (c) Shaft (d) Timber 25. Following incomplete series is presented. Find out the number which should come at the place of question mark which will complete the series: 4, 16, 36, 64, ? 300 (b) 200 (c) 100 (d) 150 26. The following question is based on the diagram given below. If the two big circles represent animals living on soil and those living in water, and the small circle stands for the animals who both live on soil and in water, which figure represents the relationships among them. 27. Of the following statement, there are two statements both of which cannot be true but both can be false. Which are these two statements? (i) All machines make noise (ii) Some machines are noisy (iii) No machine makes noise (iv) Some machines are not noisy (i) and (ii) (b) (iii) and (iv) (c) (i) and (iii) (d) (ii) and (iv) 28. In the following question a statement is followed by two assumptions. (i) and (ii). An assumption is something supposed or taken for granted. Consider the statement and the following assumptions and decide which of the following assumptions is implicit in the statement. Statement: We need not worry about errors but must try to learn from our errors. Assumptions: (i) Errors may take place when we are carrying out certain work. (ii) We are capable of benefiting from the past and improve our chances of error-free work. Only assumption (i) is implicit (b) Only assumption (ii) is implicit (c) Either assumption (i) or (ii) is implicit (d) Both the assumptions are implicit 29. The question below is followed by two arguments numbered (i) and (ii) Decide which of the arguments is 'strong' and which is 'weak'. Choose the correct answer from the given below Should the press exercise some selfrestraint? (i) Yes, they should not publish new items which may incite the readers to indulge in wrong practices.

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(ii) No. it is the responsibility of the press to present the truth irrespective of the consequences. Only the argument (i) is strong (b) Only the argument (ii) is strong (c) Neither argument (i) nor (ii) is strong (d) Both the arguments (i) and (ii) are strong 30. Study the argument and the inference drawn from that argument. Given below carefully. Argument: Anything that goes up definitely falls down. Helicopter goes up. Inference: So the helicopter will definitely fall down. What in your opinion is the inference drawn from the argument? Valid (b) Invalid (c) Doubtful (d) Long drawn one Answers 21. A 22. B 23. D 24. A 25. A 26. D 27. C 28. D 29. A 30. D MODEL UGC NET PAPER I (CONT ...) MODEL UGC NET PAPER I Set 4 31. Which candidate has secured between 60-65% marks in aggregate Four students W, X, Y, Z appeared in four papers, I, II, III and IV in a test. Their scores out of 100 are given below. Students Papers I II III IV W 60 81 45 55 X 59 43 51 A Y 74 A 71 65 Z 72 76 A 68 Where 'A' stands for absent Read the above table and answer below mentioned Questions 31 to 35 W (b) X (c) Y (d) Z 32. Who has obtained the lowest average in aggregate. W (b) X (c) Y (d) Z 33. Who has obtained the highest average W (b) X (c) Y (d) Z 34. In which paper the lowest marks were obtained by thecandiates I (b) II (c) III (d) IV

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35. Which candidate has secured the highest percentage in the papers appeared W (b) X (c) Y (d) Z 36. ICT stands for Information common technology (b) Information & communication technology (c) Information and computer technology (d) Inter connected technology 37. Computer Can Process both quantitative and qualitative information (b) Store huge information (c) Process information and fast accurately (d) All the above. 38. Satellite Communication works through Rader (b) Transponder (c) Receptor (d) Transmitter 39. A Computer is that machine which works more like a human brain. This definition of computer is Correct (b) Incorrect (c) Partially correct (d) None of the above. 40. Information and communication technology includes E-mail (b) Internet (c) Education television (d) All the above. Answers 31. A 32. B 33. A 34. B 35. D 36. B 37. D 38. B 39. A 40. D MODEL UGC NET PAPER I (CONT ...) MODEL UGC NET PAPER I Set 5 41. It is believed that our globe is warming progressively. This global warming will eventually result in. Increase in availability of usable land. (b) Uniformity of climate at equator and poles. (c) Fall in the sea level (d) melting of polar ice. 42. In which parts of India ground water is affected with arsenic contamination? Haryana (b) Andhra Pradesh (c) Sikkim (d) West Bengal 43. Sunderban in Hooghly delta is known for Grasslands

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(b) Conifers (c) Mangroves (d) Arid forests 44. Sardar Sarover dam is located on the river Ganga (b) Godavari (c) Mahanadi (d) Narmada 45. Which one of the following trees has medicinal value? Pine (b) Teak (c) Neem (d) Oak 46. Which one of the following is not considered a part of technical education in India: Medical (b) Management (c) Pharmaceutical (d) Aeronautical 47. Which of the following is a Central university Mumbai University (b) Calcutta University (c) Delhi University (d) Madras University 48. Identify the main Principle on which the Parliamentary System Operates Responsibility of Executive to Legislature (b) Supremacy of Parliament (c) Supremacy of Judiciary (d) Theory of Separation of Power 49. The reservation of seats for women in the Panchayat Raj Institutions is: 30 % of the total seats (b) 33 % of the total seate (c) 33% of the total population (d) In Proportion to their population 50. Match list I with list II and select the correct answer from the code given below: LIST ( Institutions) LIST II( Locations) Indian Veterinary Research Institute (i) Pune Institute of Armament Technology (ii) Izat Nagar Indian Institute of Science (iii) Delhi National Institute for Educational Pannesi (iv) Bangalore and Administrators 1(ii), 2(i), 3(iv), 4(iii) (b) 1(ii), 2(iv), 3(ii), 4(iii) (c) 1(ii), 2(iii), 3(i), 4(iv) (d) 1(iv), 2(iii), 3(ii), 4(i) Source: Sample Paper based on questions provided by UGC Model Paper. Answers 41. D 42. D 43. C 44. D 45. C 46. A 47. C 48. A 49. B 50. A EVOLUTION OF MANAGEMENT THOUGHT According to one school of thought, history has no relevance to the problems faced by managers today. Some are also of the opinion that management theory is too abstract to be of any practical use. However, both theory and history are indispensable tools for managing contemporary organizations. Like most modern disciplines, contemporary management thought has its foundations in the history of management and the many significant contributions of theorists and practitioners. A theory is a conceptual framework for organizing knowledge that provides a blueprint for various courses of action. Hence, an awareness and understanding of important historical developments and theories propounded by early thinkers is important for todays managers.

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In this chapter, we first take a look at the early approaches to management. We then focus on four well-established schools of management thought (see below): the classical approach; (ii) the behavioral approach; (iii) the quantitative approach (iv) the modern approaches to management Finally, some emerging approaches in management thought are discussed. Major Classification of Management Approaches and their Contributors Classical approach Scientific management: Frederick W. Taylor, Frank and Lillian Gilbreth and Henry Gantt Bureaucratic management: Max Weber Administrative management: Henri Fayol Behavioral approach Group influences: Mary Parker Follet Hawthorne studies: Elton Mayo Maslows needs theory: Abraham Maslow Theory X and Theory Y: Douglas McGregor Model I versus Model II values: Chris Argyris Quantitative approach Management science Operations management Management information system Modern approaches The Systems Theory Contingency Theory Emerging approaches Theory Z and Quality management: William Ouchi MANAGEMENT SKILLS AND APPROACHES A managers job is varied and complex. Hence, managers need certain skills to perform the functions associated with their jobs. During the early 1970s, Robert K. Kalz identified three kinds of skills for administrators. These are technical, human and conceptual skills. A fourth skill the ability to design solutions was later added to the above mentioned skills. Technical Skills Technical skills refer to the ability of a person to carry out a specific activity. In order to do so, one needs to have knowledge of methods, processes and procedures. Engineers, computer specialists, accountants and employees in manufacturing departments all have the necessary technical skills for their specialized fields. Technical skills are essential for first-level managers. For example, employees at the operational level work with tools, and their supervisors must be able to teach them how to perform the tasks assigned to them using these tools. First-level managers spend much of their time in training subordinates and clarifying doubts in work-related problems. Human Skills Human skills or interpersonal skills refer to the ability of a person to work well with other people in a group. It is the ability to lead, motivate, and communicate with people to accomplish certain objectives. Human skills are of paramount importance in the creation of an environment, in which people feel comfortable and are free to voice their opinions. These skills aid employees during interaction with their supervisors, peers and people outside the work unit such as suppliers, customers and the general public. These skills are important for all levels in the organization. Conceptual Skills Conceptual skills refer to the ability of a person to think and conceptualize abstract situations. It is the ability to understand and coordinate the full range of corporate objectives and activities. These skills are most important at the top management level, as top-level managers have the greatest need to see the big picture, to understand how the various parts of the organization relate to one another and associate the organization with the external environment. Design Skills Design skills refer to the ability of a person to find solutions to problems in ways that would benefit the organization. Top managers should not only recognize a problem but also suggest ways to overcome them. If they

only see the problem, they become mere problem watchers, and will prove ineffective. Managers at upper organizational levels should be able to design a rational and feasible solution to the problem by considering the various internal and external factors. The relative significance of these skills varies at different levels in the organizational hierarchy. We can briefly summarize them as follows: Approaches to management 1. The empirical or case approach: In this approach, one tries to understand management principles with the help of cases. It also identifies the situations, wherein organizations have either succeeded or failed by following this approach. 2. The interpersonal behavior approach: This approach is based on individual psychology and focuses on interpersonal relationships. 3. The group behavior approach: This approach is based on sociology and social psychology. It stresses on the behavior of people in groups. 4. The cooperative social systems approach: It advocates a system of cooperation using both interpersonal and group behavioral aspects. 5. The sociotechnical systems approach: It realizes the impact of technical systems on personal attitudes and group behavior. This approach focuses on areas involving close relationships between technical systems and the people involved such as production, office operations, etc. 6. The decision theory approach: The focus in this approach is on the decision-making process and people involved in it. 7. The systems approach: It considers organizations to be open systems as they interact with the external environment. It recognizes the importance of the inter-relationship between planning, organizing and controlling. 8. The mathematical or management science approach: This approach treats management as a logical process, which can be expressed in terms of mathematical symbols and relationships. 9. The contingency or situational approach: In this approach, the main assumption is that there is no hard and fast rule for all situations. Managerial practice depends upon circumstances. Different circumstances may necessitate the use of different methods. 10. The managerial roles approach: This approach had been developed by studying the work methods of five chief executives. The study identified ten managerial roles, which were grouped into three catsegories interpersonal, informational and decisional roles. 11. The McKinseys 7-S framework: The seven Ss used in this approach are strategy, structure, systems, style, staff, shared values and skills. 12. The operational approach: This approach attempts to develop the science and theory of management by drawing upon concepts, principles, techniques and knowledge from other fields and managerial approaches.

age 72 in 462 B. C at Pavapuri, a place near modern Rajgir . Mahavira Teaching areknown as the Tri Ratna or the three jewels of Jainisn,which lead to the attainment of salvation . They are (I) Right Knowledge and (II) Right Action .The Janis used anddeveloped Prakrit,The language of the common people .Their religious literature waswritten in Ardhamagadhi.153.Vasco da Gama landed in Calicut in 1498.154.Ist Chinese traveler, Fahein came to India during the period of chandra GuptaII(Vikramaditya)155.2nd Chinese traveler Hieun Tsang came to India during the region of Harshvardhana156.Who is the Napoleon of India Samundra Gupta for his military exploits.157.Harshvardhana written three books1.Priya Darshika 2.Rattanavali 3.Naga Nanda.The official poet of harshvardhana was bana bhatt .Bana bhattacomposed harsha chirtra and kadambari158.first battle of panipat in 1526 and foundedthe Mugahal dynasty in India159.Second battle of Panipat was fought betweenAkbar and Ibrahim Lodhi at Panipat in 1556 Akbar Defeated Himu and became the ruled of Delhi and Agra160 Third battle of Panipat fought between Ahmed Shah Abdali of Afghanistan andMarathas in 1761.In this third battle of Panipat Marathas were completely routed byAhmed Shah Abdali.161.Indian National Army was founded by Subash Chander Bose in 1943 in Singaporealong with Rasbihari Bose. The main aim of Azad Hind Fauzwas to liberation of India.162.The Brahma Samaj was established by Raja Ram Mohan Roy in 1828 whoseleadership was later taken by Rabendernath tagore and Keshub Chande Sen.163.The Arya Samaj founded by Swami Dayananda Saraswati in 1875 attempted toreform the Hindu religion from its

decadence.164.The Ramakrishana Mission was founded bySwami Vevekananda in 1896 .165.Annie besant:Founded Theosophical society started home rule league in 1916. Shewas the first woman president of Indian National Congress. Indian National CongressFounded by A.O.Hume in 1885. However first President of Indian national congress wasW.C. Banerjee.166. Swadeshi movement was started in 1905.167. Gadder party was founded by lala Hardayal singh in 1913 at Francisco.168.Home rule league founded by Annie Besant and Bal Ganga Dhar Tilak in 1916.1916.Rowlatt Act. Passed in 1919.170.Non-Co-Operation movement started in 1920 by Gandhi ji. This movement ended in1922 after Chauri Chaura incident.171.Simons commission 1928172.Civil Disobedience movement-19301 7 3 . D o o r d i e M a h a t m a G a n d h i 174. Nightingale of India-Saorjini Naidu. 175. Father of Indian Unrest -Bal Ganga Dhar Tilak. 176. Architect of India- Pandit Nehru. 177. M a n o f P e a c e - L a l B h a d u r S h a s t r i . 178. Iron Man of India -Sardar. 179. jai hind subash chander bose 180. Grand old man of India Dada Bhai Naroji Important Facts to Know for General Studies 181.Mughal Dynasty (1526-1540and 1555-1857)1.Babur (1526-1530)2.Humayum3.Sher Shah Suri (154045)4.Akber (1556-1605)5.Jahangir (1605-1627)6.Shah Jahan (1628-1658)7.Aurangzeb (1658-1707)182.BABUR:Founder of Mughal Empire-1st battle of panipat between Babur and Ibrahim lodhi183.HUMAYUN:-Son of Babur Humayun Tomb at Delhi-1st Mughal Monument184.SHER SHAH SURI:-He was an Afghan-Introduced a brilliant administration-Issued a coin called Rupia-Build Grand Trunk Road Linking Peshawar to Calcatta185.AKBAR:a. Eldest son of Humayun b. Real founded of Mughal empirec. Good works done by himd. Popular for his toleratione. Foundation of Din-e-illahi(code of conduct)f. Akbar Tomb Sikandriag. Largest building built called Agra Forteh. Abdul Fazal was a famous Poet who has written Aaine Akbari ,Akbar Name186.JAHANGIR:a. Real name Salim b. Son of Akbar c. He is known for his strict administration of Justiced. He married Mehr-un-nissa or Nurjahan in 1661.e. Jahangirs Tomb built at Lahoref. Executed Guru Arjun Dev at the advice of Chand Singh187.SHAH JAHAN:a. Son of jahangir b. His wife Mumtaz Mahal died in 1631 c. Built Taj Mahal in her memory in Agrad. Known for promotion of Arte. Red Fort and Jama Masjid got built by himf. Shah Jahan was imprisoned by his third son Aurangzeb till he died in 1666188.AURANGZEB:a. Third son of shah jahan b. Ruled for 50 years and he was a cruel kingc. Banned all religious festival and demolished Hindu Templesd. Executed Guru Teg Bahadur Ji (9th Guru) when he refused to embrace Islam189. NADIR SHAH:a. A Persian King during the region of Mohamd Shah took the Kohinoor diamondto Afghanistan190.Who was the first Governor of free India Lord Mountbatten191. Who was the first Governor General of free India C Rajagopalchari192. Who was the first Governor of free British India Warren Hasting(1772-1793)193. Who was the first father of Civil Service in India-Lord Cornwallis (17861793)194. Who abolished sati Pratha and other cruel rites Lord W.Bentick (with the help of Raja ram Mohan Rai in 1829195.Who introduced Widow Remarriage Act. In 1856 Lord Dalhousie196.TRAI -Telecom Regulatory Authority of India197.VRS-Voluntary Retirement Scheme198.VAT-ValueAddedTex199.STD-Subscribers Trunk Dialing200.ISD-Internationl Subscriber s Dialing201.PAN Permanent Account Number 202.PIN Postal Index Number 203. NATO-North Atlantic treaty Organization204.SAARC South Asian Association for Regional Cooperation.205.C.R.R.-Cash Reserve Ratio.206. I.S.R.O. -Indian Space Research Organization.207.NASA-National Aeronautics and Space Administration.208.V.D.I.S. Voluntary Disclosure Income Scheme209. P.C.O. Public Call Office210. L.P.G. Liquefied Petroleum gas211.C.T.B.T. Comprehensive Test Ban Treaty212. V.P.P. Value Payable Post213. L.C.A. Light Combat Aircraft.214. P.O.W. Prisoner of War.215. T.E.L.E.X Teleprint Exchange.216 L.C.C Line of Actual

Control.217. CNG-Compressed Natural Gas.218. SMS Short Messaging Service.219. OAPEC -Organization of Arab Petroleum Exporting Couriers.220.OPEC -Organization of Petroleum Exporting Countries221.InterpolInternational Criminal Police Organization its headquarter is in Lyons(Paris)