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content/uninotes/bo-dcm1109-unit2/_index.md

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+draft = false
+title = 'Unit 2'
+unit = 'Unit 2'
+weight = 2
+layout = 'unit-choice'
+url = '/uninotes/s1/bo-dcm1109/unit2/'
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content/uninotes/bo-dcm1109-unit2/self.md

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+draft = false
+semester = ['S1']
+subjectcode = ['BO DCM1109']
+unit = 'Unit 2'
+notecategory = 'Self'
+title = 'Unit 2'
+toc = true
+weight = 2
+url = '/uninotes/s1/bo-dcm1109/unit2/self/'
+uniturl = '/uninotes/s1/bo-dcm1109/unit2/'
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+
+### ***April 12, 2026***
+
+## Primary Sector
+
+The Primary Sector comprises the delivery of raw materials up to the finished product. Industries in this sector include mining for oil, coal, iron, and other minerals; Forestry, agriculture, fish farming and land reclamation, etc.
+
+## Secondary Sector
+
+The Secondary Sector refines, processes and manufactures. This includes industries like petrochemical refineries, steel-making mills, factories for making equipment and machinery for industry and goods for consumer purchase.
+
+## Tertiary Sector
+This involves the provision of services to businesses as well as final consumers.

content/uninotes/ge-dcm1106-unit1/_index.md

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+draft = false
+title = 'Unit 1'
+unit = 'Unit 1'
+weight = 1
+layout = 'unit-choice'
+url = '/uninotes/s1/pbm-dcm1110/unit1/'
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content/uninotes/ge-dcm1106-unit1/live.md

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+draft = false
+semester = ['S1']
+subjectcode = ['GE DCM1106']
+unit = 'Unit 1'
+notecategory = 'Live'
+title = 'Unit 1'
+toc = true
+weight = 1
+url = '/uninotes/s1/ge-dcm1106/unit1/live/'
+uniturl = '/uninotes/s1/ge-dcm1106/unit1/'
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+
+### ***April 12, 2026***
+
+## Theories on the Origin of Language
+
+### Types of Theories
+
+A) Divine.  
+B) Bow-Bow.  
+C) Pooh-Pooh.  
+D) Ding-Dong.  
+E) Gesture.  
+F) Yo-He-Ho.  
+G) Musical.  
+H) Tool-Making.  
+I) Evolutionary.  
+J) Symbolic.  
+K) Contemporary Perspective.
+

content/uninotes/pbm-dcm1110-unit2/_index.md

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+draft = false
+title = 'Unit 2'
+unit = 'Unit 2'
+weight = 2
+layout = 'unit-choice'
+url = '/uninotes/s1/pbm-dcm1110/unit2/'
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content/uninotes/pbm-dcm1110-unit2/self.md

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+draft = false
+semester = ['S1']
+subjectcode = ['PBM DCM1110']
+unit = 'Unit 2'
+notecategory = 'Self'
+title = 'Unit 2'
+toc = true
+weight = 2
+url = '/uninotes/s1/pbm-dcm1110/unit2/self/'
+uniturl = '/uninotes/s1/pbm-dcm1110/unit2/'
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+
+### ***April 12, 2026***
+
+## Behaviors of Managers
+
+### A) Coaching managers
+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:
+
+* Educating every employee of the organisation.
+* Looking after the long-term professional development of their employees.
+* Bringing the team together whilst also evaluating each individual's progress.
+
+### B) Authoritative managers
+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:
+
+* Giving importance to rules and operation standards.
+* Motivating their employees to give their best and also holding employees accountable.
+* Taking disciplinary actions when necessary.
+
+### C) Results-based managers
+Results-based managers mainly concentrate on whether or not employees meet their goals. They
+are more concerned with the completion of work by the employees rather than how they do it. This
+gives employees some power to make decisions and come up with their own methods for success.
+Some of the common qualities of a results-based manager include:
+
+* Being lenient in terms of rules and protocols.
+* Finding out ways to ensure that their employees work most effectively.
+* Focusing only on completion of work, not on how it gets accomplished.
+
+### D) Strategic managers
+Strategic managers build their management style around the end result that they want to achieve.
+They delegate authority to lower-level supervisors so they can focus on developing the ultimate
+long-term strategy for success. Some of the most common qualities of a strategic manager include:
+
+* Delegating responsibility to lower-level supervisors but not otherwise strongly involved
+in day-to-day tasks.
+* Focusing on the overall goal of their projects rather than minor details.
+* Working independently to create plans for their employees that they can undertake on their
+own.
+
+### E) Proactive managers
+Proactive managers are always offering help and advice. They also remain positive even in times of
+crisis. They typically focus on what actions they can take to overcome or solve any challenges that
+might arise. With a hands-on approach, they try to meet those challenges. Some of the most common
+qualities of a proactive manager include:
+
+* Being enthusiastic about meeting goals through collaboration with employees.
+* Showing confidence in the abilities of their employees.
+* Being supportive of employees and always ready to help them.
+
+### F) Laissez-faire managers
+Laissez-faire managers make sure that they meet their goals, but they typically do not offer much
+help or supervision during work operations. They delegate most of the day-to-day and long-term
+responsibilities to their employees. If you prefer to work autonomously, you might work well under
+a laissez-faire manager. Some of the common qualities of a laissez-faire manager include:
+
+* Remaining hands-off with daily performance.
+* Delegating responsibility to employees and stepping back.
+* Giving employees autonomy to make decisions and complete tasks on their own.
+
+### G) Democratic managers
+Democratic managers listen to input given by employees and welcome the employees to be a part
+of the decision-making process. They try to make every member of a team crucial to a project's
+completion. An office led by a democratic manager focuses on teamwork. Some of the common
+qualities of a democratic manager include:
+
+* Open to suggestions and criticism.
+* Understanding of employees' points of view.
+* Emphasising collaboration among employees and the team as a whole.
+
+### H) Visionary managers
+Visionary managers rely on strategies to make a plan for their team, and then they ultimately allow
+their employees to work autonomously. However, they also check in with employees regularly to
+ensure that productivity is in line with their vision and goals. Some of the common qualities of a
+visionary manager include:
+
+* Staying fair but also being serious about achieving desired results.
+* Offering quality feedback to the employees.
+* Trusting employees as long as they adhere to the well-planned strategy.
+
+### I) Transformational managers
+Transformational managers are enthusiastic about the growth of their employees. They also learn
+how to adapt to changes in their industry. They motivate employees to go beyond their comfort
+zones and constantly improve. Some of the common qualities of a transformational manager include:
+
+* Being creative in terms of approaches to new tasks and methods of operation.
+* Motivating and challenging employees to adapt to changes.
+* Being heavily involved in work processes.
+* Supporting employees.
+
+### J) Charismatic managers
+Charismatic managers give priority to building strong personal relationships with their employees.
+They also try to cater to their employees' needs whenever they can. This can motivate employees to
+strive to work effectively and efficiently in order to gratify their manager. Some of the common
+qualities of a charismatic manager include:
+
+* Being friendly and charming when working with employees and supervisors.
+* Showing kindness to employees instead of being authoritative.
+* Providing constant support and help when necessary.
+
+## Characteristics of Managers
+
+A) They are responsible for the performance of tasks.  
+B) They maintain balance between goals and define priorities.  
+C) They think rationally and conceptually.  
+D) They act as mediators.  
+E) They make complicated decisions.
+
+## Managerial Skills
+
+### A) Conceptual Skills
+
+* Solving business problems by analysing information.
+* Identifying new opportunities and areas for innovation.
+* Recognising problem areas and developing solutions.
+* Selecting key information from large amounts of data.
+* Understanding how technology supports business operations.
+* Having a clear understanding of the organisation’s business model and goals.
+
+### B) Human Skills
+
+* Interviewing and selecting employees.
+* Motivating and guiding team members.
+* Resolving conflicts and maintaining harmony.
+* Building partnerships and encouraging teamwork.
+
+### C) Technical Skills
+
+* Using computer software or operating machinery.
+* Designing a brochure or preparing a financial report.
+* Training employees to use a new budgeting system.
+
+## Roles of a Manager
+
+### A) Interpersonal Roles
+
+1. Figurehead- attending meetings, signing legal documents, welcoming visitors, or
+inaugurating company events. 
+2. Leader.  
+3. Liaison.
+
+### B) Informational Roles
+
+1. Monitor - gathers information.  
+2. Disseminator - shares information.  
+3. Spokesperson - represents.
+
+### C) Decisional Roles
+
+1. Entrepreneur: The manager identifies opportunities for improvement and innovation. They take
+the initiative to start new projects, introduce new products, or adopt better methods to improve
+efficiency and competitiveness.
+
+2. Disturbance Handler: In this role, the manager deals with unexpected problems or conflicts.
+This may include resolving employee disputes, handling crises, or managing supply shortages.
+The goal is to maintain stability and prevent disruption in operations.
+
+3. Resource Allocator: The manager decides how to distribute resources like money, time, and
+manpower among different departments or projects. Effective allocation ensures that priorities
+are met and the organisation runs efficiently.
+
+4. Negotiator: The manager represents the organisation in negotiations with employees, suppliers,
+customers, or other external parties. They work to reach agreements that are beneficial for both
+the organisation and its stakeholders.