Analysis of UGC NET Management paper- Dec 2022- held on 12 March 2023
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Welcome to Human Peritus, your go-to destination for comprehensive analysis and preparation for UGC NET exam in Management subject. We are dedicated to providing you with insightful information about the exam, including the latest question paper analysis, syllabus, cut off, eligibility criteria, recommended books, and previous years’ question papers. Our objective is to help you crack the UGC NET Management exam with ease, and we have been doing so for the last 11 years.
The UGC NET Management exam (Code 17) was held on 12 March 2023 by the NTA for the December 2022 cycle.
Our team conducts a meticulous question-by-question analysis after every UGC NET Management exam to determine how many questions from our course appeared in the paper. We are proud to say that in the recent December 2022 cycle, 92 out of 100 questions appeared from our course. This is consistent with our past records, where the number of questions from our course ranged between 85 to 95. Our analysis shows that if you have prepared with Human Peritus, you would have easily cracked the exam with a targeted approach of 4 months of preparation, as the cut-off for JRF in Management usually hovers around 65%.
Our previous years’ analysis also shows that the number of questions from our course in previous exams was 97% in June 2021, 90% in June 2020, 87% in Dec 2019, 82% in June 2019, 90% in Dec 2018 and 78% in July 2018. You can check out a detailed analysis all previous attempts June 2021, June 2020, Dec 2019, June 2019, Dec 2018, July 2018
Thus, with Human Peritus, you need not touch any other book, not even previous papers. Nothing else. Depend completely upon us.
To help you assess your level of preparation, we have categorized the 100 questions into two buckets – “average” and “tough”. The “average” category questions are those that you can answer correctly if you have prepared seriously for the exam. The “tough” category questions are those where it’s okay if you didn’t get them right in the exam, as most students would have faced the same challenge. It’s important to note that your selection does not depend on the “tough” questions but rather on how many “average” questions you answer correctly. We had 14 tough questions and 86 average/easy questions out of 100. Go through our categorization to assess where you stand.
We understand that preparing for exams can be overwhelming, and that’s why our team is always here to assist you with any questions or concerns you may have during your preparation journey. We provide coaching classes, study material, and practice questions. If you need anything else, don’t hesitate to reach out to us, and we’ll do our best to support you. At Human Peritus, we believe that with the right guidance and approach, you can crack the UGC NET Management exam with ease.
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UGC NET Management Code 17
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June 2021 Analysis and strategy for 2022 exam
Solution of June 2021 Paper
Dec 2020 analysis- MUST WATCH
Dec 2019 Exam analysis
June 2019 Exam analysis
Analysis of UGC NET Management paper- Dec 2022
| S. No. | Keywords of Question | Whether covered in HP course | Difficulty level |
|---|---|---|---|
| 1 | elasticity of demand is faced by the oligopolistic firm | Covered | Average |
| 2 | notion of consumer surplus | Covered | Average |
| 3 | market-demand and supply equation | Covered | Average |
| 4 | “Corporate governance is to conduct the business | Covered | Average |
| 5 | organizational aspects will not be included in the self-actualization needs | Covered | Average |
| 6 | identify the performance of an employee | Covered | Average |
| 7 | effect on performance, behaviour and health | Covered | Average |
| 8 | methods of forecasting human resource demand | Covered | Average |
| 9 | characteristic of performance management | Covered | Average |
| 10 | advantage of staffing international operations | Covered | Average |
| 11 | source of resistance to change is the fear of loss of power | Covered | Average |
| 12 | employers’ attitude towards trade unions | Covered | Average |
| 13 | Accounting principles are generally based on | Covered | Average |
| 14 | ABC Ltd. produces two products X and Y | Covered | Average |
| 15 | Computation of overhead absorption rates | Covered | Average |
| 16 | Operating budget consists of two parts | Covered | Average |
| 17 | required rate of return on a security | Covered | Average |
| 18 | control of its cash disbursements | Not Covered | Tough |
| 19 | Firm A wants to acquire Firm B | Covered | Average |
| 20 | changes in spot rates over a period of time | Covered | Average |
| 21 | marketing channel function helps to fulfill the completed transactions | Covered | Tough |
| 22 | firm’s internal and external environment | Covered | Average |
| 23 | An approach to corporate strategy | Covered | Average |
| 24 | total combined customer lifetime values | Covered | Average |
| 25 | “Perishability” aspect of service characteristics | Covered | Average |
| 26 | distinctive features of “Big data” | Covered | Average |
| 27 | A tennis player slams his tennis racket | Covered | Average |
| 28 | An outlet which starts as a general retailer | Not Covered | Tough |
| 29 | A cold drink bottling plant fills bottles | Covered | Average |
| 30 | Karl Pearson co-efficient of variation | Covered | Average |
| 31 | the optimistic, the pessimistic | Covered | Average |
| 32 | expected value of perfect information | Covered | Average |
| 33 | NOT a non-tariff barrier | Covered | Average |
| 34 | Geocentric kind of international orientation | Covered | Average |
| 35 | disruption in the Bretton Woods system | Covered | Average |
| 36 | supernational organizational structure | Covered | Average |
| 37 | L.C. Gupta’s sickness prediction model | Not Covered | Tough |
| 38 | Entrepreneur is an innovator | Covered | Tough |
| 39 | String of activities that moves a product | Covered | Average |
| 40 | A metaphor describing the time period | Covered | Average |
| 41 | According to Max Weber | Covered | Average |
| 42 | “Feedforward” control measures for reducing workplace violence | Covered | Average |
| 43 | sources of ethical problems in organizations | Covered | Average |
| 44 | Psychological factors of individual behaviour | Covered | Average |
| 45 | traits of successful leaders | Covered | Average |
| 46 | grievances relating to promotion category | Covered | Average |
| 47 | constituents of trade unions | Covered | Average |
| 48 | benefits for the organization of career management | Covered | Average |
| 49 | three levels of training in the six-sigma quality system | Covered | Average |
| 50 | context of efficient market | Covered | Average |
| 51 | interelocking elements of a versatile business model | Covered | Average |
| 52 | government intervention to support entrepreneurship | Covered | Average |
| 53 | Indian national strategy for financial inclusion | Covered | Average |
| 54 | value-based pricing concept | Covered | Tough |
| 55 | criteria core competencies must meet | Covered | Average |
| 56 | Correct statements about Digital marketing | Covered | Average |
| 57 | circumstances favour “Sprinkle Approach” | Not Covered | Tough |
| 58 | characteristics of a data set | Covered | Average |
| 59 | statistical tests examines the equality of two | Covered | Average |
| 60 | interdependent troika of waste | Covered | Average |
| 61 | Correct statements about Data Warehousing | Covered | Average |
| 62 | Incorrect statements about Technology | Covered | Average |
| 63 | principal standards’ in the ISO series | Covered | Tough |
| 64 | correct statements in context of equity financing | Covered | Average |
| 65 | Du Pont equation for ROE | Covered | Average |
| 66 | Directive style | Not Covered | Tough |
| 67 | Matching Cattell’s Personality Factors with Bipolar dimensions | Covered | Tough |
| 68 | Matching VRIO Framework criteria with Domain (HR) Applicatios | Covered | Average |
| 69 | Matching Investment Decision rule with Feature | Covered | Average |
| 70 | Matching Theory with What Nation’s do | Covered | Average |
| 71 | Matching Acquisition ‘Play’ with Strategy to achieve performance premium | Covered | Average |
| 72 | Matching Buyer’s Need Assessment Question with Example | Covered | Average |
| 73 | Matching Project Network concepts with Underlying meaning | Covered | Average |
| 74 | Matching KM Model with Approach | Not Covered | Tough |
| 75 | Matching Entrepreneurship Thinkers with Entrepreneurial manifestations | Not Covered | Tough |
| 76 | Entrepreneurial manifestations | Covered | Average |
| 77 | steps of Strategic Human Resource Management | Covered | Average |
| 78 | preparation of a versatile and seasoned business plan | Covered | Average |
| 79 | employee participation in decision-making | Covered | Average |
| 80 | finance manager in procurement of a loan | Covered | Average |
| 81 | activities involved in the process of buy back of shares | Not Covered | Tough |
| 82 | steps of six sigma process | Covered | Tough |
| 83 | steps of personal selling process | Covered | Average |
| 84 | eliminate waste and inefficiencies | Covered | Average |
| 85 | steps involved in decision making | Covered | Average |
| 86 | When I say that I like my organization | Covered | Average |
| 87 | The objective functions in business organizations | Covered | Average |
| 88 | two regression coefficients | Covered | Average |
| 89 | If the securities with less than perfect | Covered | Average |
| 90 | Entrepreneurship | Covered | Average |
| 91 | Passage on practice of working for organization – taking up extra responsibilities | Passage-based | Easy |
| 92 | Passage on practice of working for organization – practice of moonlighting | Passage-based | Easy |
| 93 | Passage on practice of working for organization – employees who could not meet the skill gap | Passage-based | Easy |
| 94 | Passage on practice of working for organization – Moonlighting encourages | Passage-based | Easy |
| 95 | Passage on practice of working for organization – The practice of ‘moonlighting’ is | Passage-based | Easy |
| 96 | Passage on Indian Aviation – factor adversely affecting Indian aviation | Passage-based | Moderate |
| 97 | Passage on Indian Aviation – future of Indian aviation industry | Passage-based | Moderate |
| 98 | Passage on Indian Aviation – Pandemic is not the only reason | Passage-based | Moderate |
| 99 | Passage on Indian Aviation – competitive intensity of the industry | Passage-based | Moderate |
| 100 | Passage on Indian Aviation – initiatives taken by the Government | Passage-based | Moderate |
