# PBM DCM1110 on Freedoms4

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# Unit 1

https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit1/live/ Mon, 01 Jan 0001 00:00:00 +0000 your-email@example.com (Freedoms4)https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit1/live/<h3 class="heading" id="april-12-2026"> <em><strong>April 12, 2026</strong></em><span class="heading__anchor"> <a href="#april-12-2026">#</a></span> </h3><h2 class="heading" id="introduction"> Introduction<span class="heading__anchor"> <a href="#introduction">#</a></span> </h2><p>Management is a process where is an environment is developed to achieve the predefined goals and objectives through planning, organising, directing and controlling.</p>

# Unit 1

https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit1/self/ Mon, 01 Jan 0001 00:00:00 +0000 your-email@example.com (Freedoms4)https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit1/self/<h3 class="heading" id="april-5-2026"> <em><strong>April 5, 2026</strong></em><span class="heading__anchor"> <a href="#april-5-2026">#</a></span> </h3><h2 class="heading" id="characteristics-of-management"> Characteristics of Management<span class="heading__anchor"> <a href="#characteristics-of-management">#</a></span> </h2><p>A) Goal Oriented.<br> B) Pervasive.<br> C) Multidimentional:<br> (i) Management of People.<br> (ii) Management of Operations.<br> D) Continuous.<br> E) Dynamic.<br> F) Group Activity.<br> G) Intangible.</p> <h2 class="heading" id="functions-of-management"> Functions of Management<span class="heading__anchor"> <a href="#functions-of-management">#</a></span> </h2><p>A) Planning.<br> B) Organising.<br> C) Staffing.<br> D) Directing.<br> E) Controlling.</p> <h3 class="heading" id="a-planning"> A) Planning<span class="heading__anchor"> <a href="#a-planning">#</a></span> </h3><ol> <li>Determine the goals or mission of the organisation.</li> <li>Forecast future conditions.</li> <li>Select the best course of action.</li> <li>Formulate policies, procedures, budgets.</li> </ol> <h3 class="heading" id="b-organising"> B) Organising<span class="heading__anchor"> <a href="#b-organising">#</a></span> </h3><ol> <li>Identify and analyse activities required to be operated on.</li> <li>Group similar activities.</li> <li>Assign duties to individuals.</li> <li>Delegate authority and responsibility to the individuals in managerial roles.</li> <li>Establish and announce clear authority relationships to ensure coordination and control.</li> </ol> <h3 class="heading" id="c-staffing"> C) Staffing<span class="heading__anchor"> <a href="#c-staffing">#</a></span> </h3><ol> <li>Recruitment and selection.</li> <li>Training.</li> <li>Performance appraisal.</li> </ol> <h3 class="heading" id="d-directing"> D) Directing<span class="heading__anchor"> <a href="#d-directing">#</a></span> </h3><ol> <li>Leadership and supervision.</li> <li>Motivation.</li> <li>Communication.</li> </ol> <h3 class="heading" id="e-controlling"> E) Controlling<span class="heading__anchor"> <a href="#e-controlling">#</a></span> </h3><ol> <li>Establish performance standards.</li> <li>Measure performance.</li> <li>Compare performance with the standards.</li> <li>Identify reasons for deviations.</li> <li>Implement corrective actions.</li> <li>Use feedback to evaluate performance improvement.</li> </ol> <h2 class="heading" id="significance-of-management"> Significance of Management<span class="heading__anchor"> <a href="#significance-of-management">#</a></span> </h2><p>A) Optimum unilization of resources.<br> B) Minimisation of costs.<br> C) Achievement of group goals.<br> D) Organisational stability.</p>

# Unit 2

https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit2/self/ Mon, 01 Jan 0001 00:00:00 +0000 your-email@example.com (Freedoms4)https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit2/self/<h3 class="heading" id="april-12-2026"> <em><strong>April 12, 2026</strong></em><span class="heading__anchor"> <a href="#april-12-2026">#</a></span> </h3><h2 class="heading" id="behaviors-of-managers"> Behaviors of Managers<span class="heading__anchor"> <a href="#behaviors-of-managers">#</a></span> </h2><h3 class="heading" id="a-coaching-managers"> A) Coaching managers<span class="heading__anchor"> <a href="#a-coaching-managers">#</a></span> </h3><p>Coaching managers usually take on a teacher-like role, and they have an excellent understanding of the different stages of professional development. They love to motivate their employees to improve. They do this by helping them build strong personal relationships. Some of the most common qualities of a coaching manager include:</p> <ul> <li>Educating every employee of the organisation.</li> <li>Looking after the long-term professional development of their employees.</li> <li>Bringing the team together whilst also evaluating each individual&rsquo;s progress.</li> </ul> <h3 class="heading" id="b-authoritative-managers"> B) Authoritative managers<span class="heading__anchor"> <a href="#b-authoritative-managers">#</a></span> </h3><p>Authoritative managers make sure that they are handling most of the decision-making and task delegation by themselves, whilst also making sure that they are maintaining a strict protocol in their office. They most often focus on adhering to rules and making sure that employees complete tasks as per the company’s standard of quality. Some of the common qualities of an authoritative manager include:</p>

# Unit 3

https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit3/self/ Mon, 01 Jan 0001 00:00:00 +0000 your-email@example.com (Freedoms4)https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit3/self/<h3 class="heading" id="april-15-2026"> <em><strong>April 15, 2026</strong></em><span class="heading__anchor"> <a href="#april-15-2026">#</a></span> </h3><h2 class="heading" id="classical-approach-comprised-the-following-three-approaches"> Classical approach comprised the following three approaches:<span class="heading__anchor"> <a href="#classical-approach-comprised-the-following-three-approaches">#</a></span> </h2><h3 class="heading" id="a-scientific-management"> A) Scientific Management<span class="heading__anchor"> <a href="#a-scientific-management">#</a></span> </h3><p>In scientific management, scientific methods are used to study and analyse the problems in factories and businesses. It involves the use of rational methods, understanding issues, and finding relevant &amp; practical solutions. The main contribution in scientific management is of Frederick Winslow Taylor, who is well renowned as ‘The father of scientific management’.</p> <h3 class="heading" id="b-administration-management"> B) Administration Management<span class="heading__anchor"> <a href="#b-administration-management">#</a></span> </h3><p>It is mainly related to the performance of managers and has defined various functions of administration. In administration management, the emphasis is laid on evaluating the existing processes, identifying the underlying principles, and developing the management theories. These functions are interlinked and help managers perform effectively. The major contribution towards administration management is from Henry Fayol.</p>

# Unit 4

https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit4/self/ Mon, 01 Jan 0001 00:00:00 +0000 your-email@example.com (Freedoms4)https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit4/self/<h3 class="heading" id="april-20-2026"> <em><strong>April 20, 2026</strong></em><span class="heading__anchor"> <a href="#april-20-2026">#</a></span> </h3><h2 class="heading" id="neoclassical-approaches"> Neoclassical Approaches<span class="heading__anchor"> <a href="#neoclassical-approaches">#</a></span> </h2><h3 class="heading" id="a-human-relations-movement"> A) Human Relations Movement<span class="heading__anchor"> <a href="#a-human-relations-movement">#</a></span> </h3><p>Factors affecting the Human Relations Movement:</p> <ul> <li>Economic Depression - 1929.</li> <li>Progress in Technology.</li> <li>Response to Taylorism.</li> <li>Enmity between classes.</li> </ul> <h3 class="heading" id="1-contribution-of-elton-mayo"> 1. Contribution of Elton Mayo<span class="heading__anchor"> <a href="#1-contribution-of-elton-mayo">#</a></span> </h3><p>The Hawthorne Experiments: A Landmark in Human Relations</p> <p>Four Experiments:</p> <ol> <li><strong>Illumination Experiments (1924–1927):</strong> Examined how changes in lighting affected worker productivity.</li> <li><strong>Relay Assembly Test Room Experiments (1927–1928):</strong> Studied the impact of altered work conditions, such as hours and rest breaks, on output.</li> <li><strong>Mass Interviewing Programme (1928–1930):</strong> Investigated employees’ attitudes, feelings, and perceptions toward their work.</li> <li><strong>Bank Wiring Observation Room Experiments (1931–1932):</strong> Explored the effects of informal social groups on individual behaviour and productivity.</li> </ol> <h3 class="heading" id="b-behavioral-approach"> B) Behavioral Approach<span class="heading__anchor"> <a href="#b-behavioral-approach">#</a></span> </h3><p>This approach focuses on understanding how individuals think, feel, and behave within organisational settings. Drawing insights from disciplines such as psychology, sociology, anthropology, and economics, it emphasises the importance of studying human behaviour scientifically to develop effective management practices.</p>