Syllabus for
BCom (International Finance/Honours/Honours with Research)
Academic Year  (2024)

CIA – 1 and 3 : Continuous Internal Assessment

Written (reports) – Group or Individual, Understanding of the subjects, Participative learning,

Presentation and VIVA, Quiz, Multiple choice based test etc.

CIA – 2: Continuous Internal Assessment - Mid Semester Exam (MSE)

Mid Semester Exam marks will be taken for Internal Assessment. MSE marks will be reduced to

25 for this purpose.

Attendance:

The marks distribution for attendance is as follows:

95 – 100% - 5 marks

90 – 94% - 4 marks

85 – 89% - 3 marks

80 – 84% - 2 marks

76 – 79% - 1 mark

The Department of Professional Studies was established in the year 2002 as Centre for Career

Advancement (CCA), and later upgraded to Department of Professional Studies in 2007. The

department offers some of the most unique and specialized programmes in the field of commerce

and management. The Department also supports the M Sc Actuarial Science programme for the

Department of Mathematics and Statistics.

The undergraduate programmes of the department are benchmarked with international

professional bodies through a meticulous mapping of the curriculum and innovative evaluation

patterns. The department also aims at professional training for wider career opportunities. This is

achieved through student centric value addition courses like Discipline Specific Electives that

augment core competencies for CS, Insurance and CA and Employability skill enhancement

certifications like Six Sigma, Advanced Excel and Portfolio Management. These additional

courses along with academic degrees equip the students to meet the challenges and prospects of

contemporary academia and the corporate sector enabling differential placements.

All courses of the department are conducted by a dedicated team of academicians and highly

qualified practicing professionals. To foster holistic development regular Soft Skills development

sessions are a compulsory component of every programme of the department and are designed to

make the students excel in soft skills, team work, communication, public speaking, debates and

general knowledge.

Various Employability Skill Enhancement Courses like Advanced Excel, Tableau, Python are

conducted along with special training/bridge courses for professional certification of CIMA, CS,

ACCA, CFA, IPCC, CPT and Insurance. Various events like Insight, COGNITO, Future MUN

and Crescendo are held at a grand level providing students with numerous opportunities for

holistic development and increasing the department visibility.

Vision- To develop into a centre of excellence in education, training and research in the field

of commerce and management

Mission- To impart holistic education through state-of-the-art technology with the aim of

producing professionals in the field of commerce and management, and also to launch new

programmes to bridge the gap between academia and the corporate sector by meeting

stakeholder requirements.

BCOM (International Finance) focuses on the areas of accounting and financial analysis. With

this unique blend, the programme enables students to propel their careers as wealth creators and

managers both in corporate and merchant banking domains. The programme, with an underlying

focus on ethical code of professional conduct, strives to create meaningful and thoroughbred

finance professionals. With a comprehensive understanding of international laws and financial

reporting standards, BCOM (International Finance) students can seamlessly fit into and

effectively contribute in international work environments too. As forward thinking and

trustworthy business partners, BCOM (International Finance) students are well equipped to serve

global organizations and society at large.

Programme Outcome/Programme Learning Goals/Programme Learning Outcome:

PO2: Analyze global financial markets and exhibit expertise in investment, financing and dividend decisions

PO3: Apply ethical and corporate governance standards and adhere to the legal, and regulatory and taxation framework governing business environment.

PO4: Demonstrate leadership traits, communication skills, digital proficiency with innovative and entrepreneurial mindset for optimal performance in personal, professional, societal and environmental domains

PO5: Exhibit social sensitivity to embrace diversity and inclusion and function as ethically responsible individuals with integrity and tolerance to contribute effectively to society

PO6: Demonstrate decision making skills and critical thinking through practical application of knowledge and skills in experiential learning

PO7: Apply research skills and conduct independent research and thereby monitor and forecast future trends

Programme Specific Outcome:

Programme Educational Objective:

PEO2: To be conversant with the broad legal and regulatory framework governing international business activity.

PEO3: To equip the students to evaluate macro-economic factors and environmental factors that influence business operation with strong conceptual understanding of preparation and interpretation of financial statements.

PEO4: To create strong, globally recognized professionals with unique blend of accounting and finance proficiency.

PEO5: To provide an environment that fosters continuous student interaction with Industry professionals in order to accelerate their learning and enable them to be industry-ready on completing the programme.

PEO6: To introduce and develop research culture amongst students and to equip them with research skills necessary to conduct a structured and systematic research.

This course is the first of four courses which cover accounting principles and presentation of financial statements as per US Generally Accepted Accounting Principles. This course introduces students to Standard Setting Procedures and Standard Setting Bodies and prcedures followed. The coverage includes flow of transaction from Books of Account through Financial Statements. The course also covers Accounting Cycle and the different types of Financial Statements issued by a company

Financial reporting environment, parties involved in standard setting, generally accepted accounting principles (FASB codification), major challenges in financial reporting 

Basic accounting procedure: journal entries, ledgers, subsidiary books, cash book, capital and revenue expenditure/receipts, rectification of errors, trial balance, bank reconciliation statement

Conceptual framework for financial accounting and reporting by business entities. Fundamental concepts, Assumptions, Measurement, Recognition, and Disclosure Concepts.

Financial Statements for a Merchandising Company. Balance sheet / Statement of financial position; Single Step and Multi Step Income statement / Statement of profit or loss; Statement of comprehensive income; Statement of changes in equity; Statement of cash flows (Direct and Indirect method); Notes to financial statements; SEC Reporting Requirements (e.g., Form 10-Q, 10-K). Adjusting entries.

Compute and interpret financial statement ratios

Discontinued Operations; Going Concern; Fair Value Measurements, Disclosures, and Reporting; Segment Reporting; Subsequent Events

2. Donald E. Kieso, Jerry J. Weygandt, Terry D. Warfield. Financial Accounting, 18th Edition. John Wiley & Sons

2.     Carl S. Warren, James M. Reeve, Jonathan Duchac. . Financial Accounting. Cengage Learning.

Richard H. Gesseck, Lawrence Gamling. . U.S. Master GAAP Guide. CCH Inc

This course is designed to familiarize students with the basic concepts, theories and models of economics, which are relevant to business

Meaning- characteristics – distinction between business economics and pure economics – scope of business economics – uses/objectives of business economics

Approaches to the study of consumer behaviour - cardinal approach - law of Equi-marginal utility, ordinal approach - indifference curve analysis - properties – consumer surplus – meaning - analysis – limitations

Demand (Determinants, Demand function) - Law of Demand – Variations in demand, Supply (Determinants, Supply function) – Law of Supply –Variations in Supply, Market equilibrium and changes in equilibrium (reference to product markets & factor markets), Interference with market prices - Minimum price & Maximum price and its effect, Market failure – meaning & types - Public goods – Externalities - Merit goods - Demerit goods

Demand: Elasticity of Demand – Price elasticity of demand –factors determining elasticity of demand – its measurement and its application in business decisions, concepts of Income& Cross-Promotional elasticity of demand, Supply: Elasticity of Supply – factors determining elasticity of supply, Demand forecasting- Survey and statistical methods

Production, Firm and Industry, Production function, Production runs or Periods (short run and long run), Production in the short run, Law of variable proportions, Production in the long run, Returns to scale (increasing, constant and decreasing returns to scale), Economies of scale and Diseconomies of scale, Factor Pricing: Rent, Wages, Interest and Profit.

Cost - Cost concepts (Absolute cost and opportunity cost, Accounting cost and Economic cost) – Fixed and Variable cost – TC, AC & MC, Cost-output relationship in the short run - Cost-output relationship in the long run.

Revenue – TR, AR & MR - Revenue with no change in price – Revenue with change in price. 

Perfect Competition: Assumptions, price and output decisions. Equilibrium of the firm and the industry in the short and the long runs, including industry’s long run supply, producer surplus. Shut down point under perfect competition market, Monopoly: Behaviour of a monopolist in the short and the long run. Price discrimination by a monopolist-1st degree, 2nd degree and 3rd degree.

Monopolistic competition, concept of excess capacity

Oligopoly- Collusive & Non-collusive models of Oligopoly

This paper intends to develop conceptual knowledge of Business Management and Organizational Behaviour. The study approach enables students to understand and analyse practical aspects of management and Organizational Behaviour to become skilled at the art of getting things done through people in a corporate business scenario

Strategic Planning Process - Environmental analysis (SWOT Analysis, PESTEL Analysis) - Setting organizational objectives - Formulating strategies (Corporate, business, and functional strategies) - Strategy Implementation - Organizational structure and design - Resource allocation and management - Change management and innovation

Strategic Planning Process - Environmental analysis (SWOT Analysis, PESTEL Analysis) - Setting organizational objectives - Formulating strategies (Corporate, business, and functional strategies) - Strategy Implementation - Organizational structure and design - Resource allocation and management - Change management and innovation

Strategic Planning Process - Environmental analysis (SWOT Analysis, PESTEL Analysis) - Setting organizational objectives - Formulating strategies (Corporate, business, and functional strategies) - Strategy Implementation - Organizational structure and design - Resource allocation and management - Change management and innovation

Strategic Planning Process - Environmental analysis (SWOT Analysis, PESTEL Analysis) - Setting organizational objectives - Formulating strategies (Corporate, business, and functional strategies) - Strategy Implementation - Organizational structure and design - Resource allocation and management - Change management and innovation

Overview of Individual Behavior in Organizations: Perception: Definition, Process, and Influencing Factors - Personality: Theories - Big Five, MBTI, Traits, and Assessment – Learning Theories and their Applications - Attitude and Job Satisfaction: Understanding Attitudes in the Workplace - Factors Influencing Attitudes and Job Satisfaction - Managing and Improving Employee Job Satisfaction

Overview of Individual Behavior in Organizations: Perception: Definition, Process, and Influencing Factors - Personality: Theories - Big Five, MBTI, Traits, and Assessment – Learning Theories and their Applications - Attitude and Job Satisfaction: Understanding Attitudes in the Workplace - Factors Influencing Attitudes and Job Satisfaction - Managing and Improving Employee Job Satisfaction

Overview of Individual Behavior in Organizations: Perception: Definition, Process, and Influencing Factors - Personality: Theories - Big Five, MBTI, Traits, and Assessment – Learning Theories and their Applications - Attitude and Job Satisfaction: Understanding Attitudes in the Workplace - Factors Influencing Attitudes and Job Satisfaction - Managing and Improving Employee Job Satisfaction

Overview of Individual Behavior in Organizations: Perception: Definition, Process, and Influencing Factors - Personality: Theories - Big Five, MBTI, Traits, and Assessment – Learning Theories and their Applications - Attitude and Job Satisfaction: Understanding Attitudes in the Workplace - Factors Influencing Attitudes and Job Satisfaction - Managing and Improving Employee Job Satisfaction

Understanding Groups and Teams: Types of Groups: Formal, Informal, Work Teams - Group Formation and Development - Group Dynamics: Cohesion, Norms, Roles - Leadership and Communication in Teams - Leadership Styles and Theories – Leadership effectiveness and situational factors - Effective Team Communication Strategies - Managing Conflict and Promoting Collaboration in Teams

Understanding Groups and Teams: Types of Groups: Formal, Informal, Work Teams - Group Formation and Development - Group Dynamics: Cohesion, Norms, Roles - Leadership and Communication in Teams - Leadership Styles and Theories – Leadership effectiveness and situational factors - Effective Team Communication Strategies - Managing Conflict and Promoting Collaboration in Teams

Understanding Groups and Teams: Types of Groups: Formal, Informal, Work Teams - Group Formation and Development - Group Dynamics: Cohesion, Norms, Roles - Leadership and Communication in Teams - Leadership Styles and Theories – Leadership effectiveness and situational factors - Effective Team Communication Strategies - Managing Conflict and Promoting Collaboration in Teams

Understanding Groups and Teams: Types of Groups: Formal, Informal, Work Teams - Group Formation and Development - Group Dynamics: Cohesion, Norms, Roles - Leadership and Communication in Teams - Leadership Styles and Theories – Leadership effectiveness and situational factors - Effective Team Communication Strategies - Managing Conflict and Promoting Collaboration in Teams

Organizational Culture - Definition and elements of organizational culture - Types of organizational culture- clan, adhocracy, market, hierarchy culture - Managing cultural diversity and inclusivity - Managing Organizational Change - Theories of organizational change - Lewin's Change Model, Kotter's 8-Step Model - Resistance to change and strategies for overcoming it - Implementing and sustaining change initiatives

Organizational Culture - Definition and elements of organizational culture - Types of organizational culture- clan, adhocracy, market, hierarchy culture - Managing cultural diversity and inclusivity - Managing Organizational Change - Theories of organizational change - Lewin's Change Model, Kotter's 8-Step Model - Resistance to change and strategies for overcoming it - Implementing and sustaining change initiatives

Organizational Culture - Definition and elements of organizational culture - Types of organizational culture- clan, adhocracy, market, hierarchy culture - Managing cultural diversity and inclusivity - Managing Organizational Change - Theories of organizational change - Lewin's Change Model, Kotter's 8-Step Model - Resistance to change and strategies for overcoming it - Implementing and sustaining change initiatives

Organizational Culture - Definition and elements of organizational culture - Types of organizational culture- clan, adhocracy, market, hierarchy culture - Managing cultural diversity and inclusivity - Managing Organizational Change - Theories of organizational change - Lewin's Change Model, Kotter's 8-Step Model - Resistance to change and strategies for overcoming it - Implementing and sustaining change initiatives

Organisational study is offered in the first semester UG programme of Department of Professional Studies, CHRIST (Deemed to be University). The course is run on a self-study mode where in students visit a large manufacturing/service organisation and study in detail about the functioning of the chosen organisation. This is a 30 hours on-site study which aims to familiarize the students with the day-to-day functions and challenges faced by a business. The key points to be focused on the study include industry profile, company and product profile, mission, vision, objectives and strategies of the organization, organization chart - design & structure, policies and procedures followed, functions of various departments and their managers, SWOT analysis, key result areas (KRAs), significant factors for success, competitor analysis, system of accounting followed, product promotional measures, HR Policy, training and appraisal measures , financial highlights and future plans for growth of the organization. The study may also include relevant digital tools/software/platforms used in the organization. This course familiarizes the students with real world functions, practices and challenges of a specific business as well as the industry in which the business operates.

Industry profile, company and product profile, mission, vision, objectives and strategies of the organization, organization chart - design & structure, policies and procedures followed, functions of various departments and their managers, SWOT analysis, key result areas (KRAs), significant factors for success, competitor analysis, system of accounting followed, product promotional measures, HR Policy, training and appraisal measures , financial highlights and future plans for growth of the organization. The study may also include relevant digital tools/software/platforms used in the organization. This course familiarizes the students with real world functions, practices and challenges of a specific business as well as the industry in which the business operates.

Industry profile, company and product profile, mission, vision, objectives and strategies of the organization, organization chart - design & structure, policies and procedures followed, functions of various departments and their managers, SWOT analysis, key result areas (KRAs), significant factors for success, competitor analysis, system of accounting followed, product promotional measures, HR Policy, training and appraisal measures , financial highlights and future plans for growth of the organization. The study may also include relevant digital tools/software/platforms used in the organization. This course familiarizes the students with real world functions, practices and challenges of a specific business as well as the industry in which the business operates.

Industry profile, company and product profile, mission, vision, objectives and strategies of the organization, organization chart - design & structure, policies and procedures followed, functions of various departments and their managers, SWOT analysis, key result areas (KRAs), significant factors for success, competitor analysis, system of accounting followed, product promotional measures, HR Policy, training and appraisal measures , financial highlights and future plans for growth of the organization. The study may also include relevant digital tools/software/platforms used in the organization. This course familiarizes the students with real world functions, practices and challenges of a specific business as well as the industry in which the business operates.

Industry profile, company and product profile, mission, vision, objectives and strategies of the organization, organization chart - design & structure, policies and procedures followed, functions of various departments and their managers, SWOT analysis, key result areas (KRAs), significant factors for success, competitor analysis, system of accounting followed, product promotional measures, HR Policy, training and appraisal measures , financial highlights and future plans for growth of the organization. The study may also include relevant digital tools/software/platforms used in the organization. This course familiarizes the students with real world functions, practices and challenges of a specific business as well as the industry in which the business operates.

Industry profile, company and product profile, mission, vision, objectives and strategies of the organization, organization chart - design & structure, policies and procedures followed, functions of various departments and their managers, SWOT analysis, key result areas (KRAs), significant factors for success, competitor analysis, system of accounting followed, product promotional measures, HR Policy, training and appraisal measures , financial highlights and future plans for growth of the organization. The study may also include relevant digital tools/software/platforms used in the organization. This course familiarizes the students with real world functions, practices and challenges of a specific business as well as the industry in which the business operates.

1. Project Report : 40 

2. Presentation and Viva: 50

3. Regular Interaction with the guide: 10

(Total : 100 marks) 

• To expose learners to a variety of texts to interact with
• To help learners classify ideologies and be able to express the same
• To expose learners to visual texts and its reading formulas
• To help learners develop a taste to appreciate works of literature through the organization of language
• To help develop critical thinking
• To help learners appreciate literature and the language nuances that enhances its literary values

• To help learners understand the relationship between the world around them and the text/literature
• To help learners negotiate with content and infer meaning contextually
• To help learners understand logical sequencing of content and process information

·         To help improve their communication skills for larger academic purposes and vocational purposes

·         To enable learners to learn the contextual use of words and the generic meaning

·         To enable learners to listen to audio content and infer contextual meaning

·         To enable learners to be able to speak for various purposes and occasions using context specific language and expressions

·         To enable learners to develop the ability to write for various purposes using suitable and precise language.

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

• 1. The Happy Prince- Oscar Wilde
• 2. Sonnet 18- William Shakespeare

Common errors- subject-verb agreement, punctuation, tense errors  Just a minute talk, cubing

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Sentence fragments, dangling modifiers, faulty parallelism,

 Why We Travel-Pico Iyer 

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold

Note taking

Thinking Like a Mountain  By Aldo Leopold