Syllabus for
BBA (Finance and International Business/Honours/Honours with Research)
Academic Year  (2024)

CIA 1 - 20 M

CIA 2 - 50 M

CIA 3 - 20 M

End Semester - 50 M

BBA Finance & International Business is an innovative concept in education, which provides an opportunity and access to students for studies abroad. The highlight of the program is the syllabus which is designed on International Standards. The students have a choice to complete the first two years of their foreign degree program at Christ University in Bangalore, India. Then, they proceed to complete the remaining years of their studies at the affiliated foreign university.

VISION

Our Vision is to be an Institution of excellence developing leaders serving enterprises and society globally

MISSION

Our Mission is to develop socially responsible business leaders with the spirit of inquiry through academic and industry engagement

Options available for transfer to foreign universities

After completion of 2 years in Christ University, students can transfer to partner foreign university for completion of the program. In the foreign university the students may spend either 1 or 1.5 or 2 years. FIB students can transfer to any of the following 8 partner universities. They are :

Programme Outcome/Programme Learning Goals/Programme Learning Outcome:

PO2: Evaluate business actions from ethical perspectives

PO3: Analyse concepts/theories of management

PO4: Interpret business decisions with cross functional lens

PO5: Develop professional presentation

PO6: Develop business documents demonstrating effective written skills

PO7: Interpret the business problem

PO8: Propose possible solutions with their implications

Programme Specific Outcome:

PSO2: Create strategies to equitably address issues in a multicultural environment

Programme Educational Objective:

PEO2: Value based leadership skills, entrepreneurial capabilities and global awareness serving enterprises and society.

Course Description: The dynamic business environment, compels managers to perform a challenging role in steering the organizations’ success to new heights. This comprehensive introductory course has been designed to provide valuable insights into the functions of modern-day managers. It focuses on developing an understanding about managing human behaviour at the workplace, across individual, group and organizational levels. By focusing on the challenges and opportunities relating to organizational behaviour, it enables the learners to cater to local, regional and global needs, and gather skills that upholds professional ethics and ensures employability in the corporate world.

Course Objectives: 

• To explain the basic concepts and theories in management.
• To examine the broad functions of management.
• To assess the impact of challenges posed by diversity and ethics on organizational behaviour.
• To analyse work behaviours in the context of personality, learning, attitude, perception, motivation and leadership styles.
• To determine the dynamics of group behaviour that creates a positive culture.

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Definition – nature, process and significance of management – Role of managers – Managerial Skills – Theories of Management: Classical Management Theories – F.W. Taylor’s Theory of Scientific Management, Fayol’s 14 Principles of Management; Behavioural Management Theory – Hawthorne Studies; Systems Theory, Contingency Theory - Functions of Management. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Planning - Nature and Importance of Planning- Types of Plans - Levels of Planning - Steps in planning - Management By Objective (MBO)–Management By Exception (MBE) - Organizing - Nature and purpose - Principles of Organization - Delegation, Centralization, Decentralization - Organizational Structure – Concept and Types – Simple, Functional, Line and Staff, Matrix, Boundaryless, Team, Virtual. 

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Controlling - Concept, Nature and Importance - Essentials of Control - Requirements of an Effective Control System – Techniques of Managerial Control.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Definition of Organizational Behaviour, Applications of management principles in OB, Contribution from other disciplines, OB Model - Individual, Group and Organisational Level. Challenges and Opportunities in organizational behaviour, Ethical behaviour at workplace.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Personality - Meaning, Determinants of Personality, The Big Five Personality Model, Learning: Meaning of Learning; Theories of Learning- Classical Conditioning, Operant Conditioning, Cognitive Theory, Social Learning Theory, Attitude-Components of Attitude- ABC model, Work Attitudes - Job Satisfaction and Organisational Commitment and its dimensions, Fostering positive attitude. Perception: Meaning, Perceptual Process; Common Shortcuts in Judging Others.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Motivation- Meaning, Basic Motivational Process, Motivation Theories- Maslow’s Need Hierarchy, Dual Factor Theory, Victor Vroom’s Expectancy Model. Leadership and Management, Trait Perspective of Leadership, Behavioural Perspective- Managerial Grid; Situational Leadership, Contemporary Perspectives-Transformational, Transactional, Charismatic Leadership, Servant leadership, Shared Leadership.

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

Group – Meaning, Types, Functions, Tuckman’s Model, Group Dynamics, Threats to Group Effectiveness- Organizational culture- meaning – Quinn and Cameron’s Organizational culture types - ways to learn organizational culture - Creating positive organizational culture. 

CIA2          25 Marks

CIA3          20 Marks

ESE           30 Marks

Attendance  5 Marks

Course Description: This course intends to introduce basic accounting principles and practices essential for managing business finances effectively and provide an overview of accounting standards and IFRS. It also deals with subsidiary books maintained in business organizations. The students will have knowledge about the fundamental accounting processes such as journalizing, ledger posting, preparation of trial balance and final accounts in sole trading business. Along with the practical application of the accounting process, the students will also learn the computerized system of preparing the accounts and accounting process on the Tally software. This course will be useful for all those who are desirous of having an understanding and application of financial dynamics of the business and become successful financial managers/entrepreneurs.

Course Objectives:

1.     To understand principles and concepts of accounting and outline the need of accounting standards/IFRS.

2.     To demonstrate knowledge of the accounting cycle process and its step-by-step preparation.

3.     To extend the knowledge of systematic maintenance of books of accounts to real-life business.

4.     To interpret Annual Financial statements of Sole proprietorship form of business.

5.   To prepare accounts and accounting processes using Tally software.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Conceptual

Accounting Concepts and Conventions, Accounting Practices, Generally Accepted Accounting Principles, Nature of Accounting, Accounting equation - Systems of Accounting, Process of Accounting transactions- types of Accounts, Rules of Accounting. Types of Accounting standards Need for IFRS, Ind AS and IFRS.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Journal - Meaning, features, simple and compound entries, Including recording of GST transactions, Capital and revenue expenditures, Capital and revenue receipts, Contingent assets and contingent liabilities, Preparation of ledgers and Trial balance.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge: Analytical

Conceptual introduction to subsidiary books - Sales book, Sales return book, Purchases book, Purchase returns book, receivable book, payable book. Practical problems in Cash Book- Single column, double column, and three-columnar cash books.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for reconciliation and preparation of bank reconciliation statements.

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge:  Analytical

Need for rectification of errors, types of errors, process of rectification, and accounting entries of rectification

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Analytical

Preparation of Trading and Profit and Loss account and Balance Sheet of sole trading concerns.

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

Level of Knowledge: Application

Introduction to the interface of Tally Prime, Creation of company, Creation of inventory groups and ledgers, voucher, types, and voucher entry, Creation of various accounting ledgers, Generating Trial Balance, income statement, and Balance sheet. 

CIA I & II - 20 Marks

Mid Semester Examination - 50 Marks

End Semester Examination - 30%

Examination - 50 Marks

Revenue Function – Cost function – Profit function

Revenue Function – Cost function – Profit function

Teresa Bradley, Essential Mathematics for Economics and Business.

Singh, J.K (2020). Business Mathematics (5th Edition). Mumbai, Himalaya Publishing House.

Course Description:

The course is designed to improve communication and presentation skills for the students of 1^st year. The students will also develop positive attitude and will enhance confidence levels.

In a new learning environment with multi cultural diversity, there is lot to learn from their peers and is made possible through team work and presentations.

Course Objectives 

∙ To make the participants adept at handling issues related to communication in and outside the work place 

∙ To explore issues related to personal effectiveness and happiness and to facilitate students to work with those issues towards greater clarification and action planning 

∙ To Develop Personal Brand Building with content and conversation around professional value using various tools of marketing and social media

Introduction to skills & personal skills Importance of competent managers, skills of effective managers, developing self awareness on the issues of emotional intelligence, self learning styles, values, attitude towards change, learning of skills and applications of skills.

Introduction to skills & personal skills Importance of competent managers, skills of effective managers, developing self awareness on the issues of emotional intelligence, self learning styles, values, attitude towards change, learning of skills and applications of skills.

Building relationship Skills for developing positive interpersonal communication, importance of supportive communication, coaching and counselling, defensiveness and disconfirmation, principles of supportive communications. Personal interview management. Skill analysis and application on above areas.

Building relationship Skills for developing positive interpersonal communication, importance of supportive communication, coaching and counselling, defensiveness and disconfirmation, principles of supportive communications. Personal interview management. Skill analysis and application on above areas.

 Team building: Developing teams and team work, advantages of team, leading team, team membership. Skill development and skill application. Exercises on Goal Setting, Perfectionism and Time Management Activities related to Understanding Mind Body Connection, Self Esteem and Coping with Stress 

 Team building: Developing teams and team work, advantages of team, leading team, team membership. Skill development and skill application. Exercises on Goal Setting, Perfectionism and Time Management Activities related to Understanding Mind Body Connection, Self Esteem and Coping with Stress 

Empowering and delegating: Meaning of empowerment, dimensions of empowerment, how to develop empowerment, inhibitors of empowerment, delegating works. Skills development and skill application on above areas.

Empowering and delegating: Meaning of empowerment, dimensions of empowerment, how to develop empowerment, inhibitors of empowerment, delegating works. Skills development and skill application on above areas.

Communication related to course: How to make oral presentations, conducting meetings, reporting of projects, reporting of case analysis, answering in Viva Voce, Assignment writing.

Communication related to course: How to make oral presentations, conducting meetings, reporting of projects, reporting of case analysis, answering in Viva Voce, Assignment writing.

Exercises on Emotional Intelligence and Managerial Effectiveness – Role of Emotions, Emotions and Childhood, Emotions and Attitudes, Ethics for Managers. Exercises on Personnel Effectiveness and Leadership – Positive Psychology, New Science of Happiness, The Winning Edge Mind Set, Beliefs as Self Fulfilling Prophesies 

Exercises on Emotional Intelligence and Managerial Effectiveness – Role of Emotions, Emotions and Childhood, Emotions and Attitudes, Ethics for Managers. Exercises on Personnel Effectiveness and Leadership – Positive Psychology, New Science of Happiness, The Winning Edge Mind Set, Beliefs as Self Fulfilling Prophesies 

1. The analytical frame of Mind, Rosen Wasser D and Stephen J (2015) Cengage Learning. 

2. Positive Psychology Coaching –Putting the Science of Happiness to work for your Clients Rober Biswas Diener and Ben Dean, 2007, Wiley 1 st Edition. 

3. Never Eat Alone and Other Secrets to Success one relationship at a time, Keith Ferrazziand Tahl Raz, 2014, Currency Publication. 

4. You Branding Personal Branding Book –It’s all about you, Mark Cijo (2015), Create Space Independent Publication.

English is a global language for business. Fluency and clarity are the key skills for business communication. This course is designed for the students of Business Studies to build business contexts using English language. The course introduces students to read and understand the significance of Business English. It also introduces the basics of written and oral communication along with the knowledge of English grammar and syntax and their application in day-to-day communicative needs. It aims to familiarise the students with the importance of intercultural communication to meet global needs. Techniques of English language provided by this course allow the students to develop linguistic and communicative skills required for academic advancement and employment opportunities in national and global markets.The significance of professional ethics in business correspondence is catered in the course.

This unit will introduce students to understand the importance of English language for business context. The unit introduces the students to the basics of language and its communicative function to achieve national and global business goals. Respect for others (human value) in communicative scenario is one of the concerns of this unit.

1. Language as a means of communication

2. Features of Professional Communication: Accuracy (Vocabulary), Fluency (Speed) and Effectiveness (Non-verbal Communication)

3. Levels of communication: Intrapersonal, Interpersonal, organisational and mass communication

4. Barriers to communication: i) Lisa Davis (1990). Where do We Stand? ii) Robert Levine (1997), Time Talks, with an Accent

5. Case Studies on communication barriers

This unit will introduce students to understand the importance of English language for business context. The unit introduces the students to the basics of language and its communicative function to achieve national and global business goals. Respect for others (human value) in communicative scenario is one of the concerns of this unit.

1. Language as a means of communication

2. Features of Professional Communication: Accuracy (Vocabulary), Fluency (Speed) and Effectiveness (Non-verbal Communication)

3. Levels of communication: Intrapersonal, Interpersonal, organisational and mass communication

4. Barriers to communication: i) Lisa Davis (1990). Where do We Stand? ii) Robert Levine (1997), Time Talks, with an Accent

5. Case Studies on communication barriers

This unit will introduce students to understand the importance of English language for business context. The unit introduces the students to the basics of language and its communicative function to achieve national and global business goals. Respect for others (human value) in communicative scenario is one of the concerns of this unit.

1. Language as a means of communication

2. Features of Professional Communication: Accuracy (Vocabulary), Fluency (Speed) and Effectiveness (Non-verbal Communication)

3. Levels of communication: Intrapersonal, Interpersonal, organisational and mass communication

4. Barriers to communication: i) Lisa Davis (1990). Where do We Stand? ii) Robert Levine (1997), Time Talks, with an Accent

5. Case Studies on communication barriers

This unit will introduce students to understand the importance of English language for business context. The unit introduces the students to the basics of language and its communicative function to achieve national and global business goals. Respect for others (human value) in communicative scenario is one of the concerns of this unit.

1. Language as a means of communication

2. Features of Professional Communication: Accuracy (Vocabulary), Fluency (Speed) and Effectiveness (Non-verbal Communication)

3. Levels of communication: Intrapersonal, Interpersonal, organisational and mass communication

4. Barriers to communication: i) Lisa Davis (1990). Where do We Stand? ii) Robert Levine (1997), Time Talks, with an Accent

5. Case Studies on communication barriers

This unit will introduce students to understand the importance of English language for business context. The unit introduces the students to the basics of language and its communicative function to achieve national and global business goals. Respect for others (human value) in communicative scenario is one of the concerns of this unit.

1. Language as a means of communication

2. Features of Professional Communication: Accuracy (Vocabulary), Fluency (Speed) and Effectiveness (Non-verbal Communication)

3. Levels of communication: Intrapersonal, Interpersonal, organisational and mass communication

4. Barriers to communication: i) Lisa Davis (1990). Where do We Stand? ii) Robert Levine (1997), Time Talks, with an Accent

5. Case Studies on communication barriers

This unit will introduce students to understand the importance of English language for business context. The unit introduces the students to the basics of language and its communicative function to achieve national and global business goals. Respect for others (human value) in communicative scenario is one of the concerns of this unit.

1. Language as a means of communication

2. Features of Professional Communication: Accuracy (Vocabulary), Fluency (Speed) and Effectiveness (Non-verbal Communication)

3. Levels of communication: Intrapersonal, Interpersonal, organisational and mass communication

4. Barriers to communication: i) Lisa Davis (1990). Where do We Stand? ii) Robert Levine (1997), Time Talks, with an Accent

5. Case Studies on communication barriers

This unit will introduce students to understand the importance of English language for business context. The unit introduces the students to the basics of language and its communicative function to achieve national and global business goals. Respect for others (human value) in communicative scenario is one of the concerns of this unit.

1. Language as a means of communication

2. Features of Professional Communication: Accuracy (Vocabulary), Fluency (Speed) and Effectiveness (Non-verbal Communication)

3. Levels of communication: Intrapersonal, Interpersonal, organisational and mass communication

4. Barriers to communication: i) Lisa Davis (1990). Where do We Stand? ii) Robert Levine (1997), Time Talks, with an Accent

5. Case Studies on communication barriers

This unit will introduce students to understand the importance of English language for business context. The unit introduces the students to the basics of language and its communicative function to achieve national and global business goals. Respect for others (human value) in communicative scenario is one of the concerns of this unit.

1. Language as a means of communication

2. Features of Professional Communication: Accuracy (Vocabulary), Fluency (Speed) and Effectiveness (Non-verbal Communication)

3. Levels of communication: Intrapersonal, Interpersonal, organisational and mass communication

4. Barriers to communication: i) Lisa Davis (1990). Where do We Stand? ii) Robert Levine (1997), Time Talks, with an Accent

5. Case Studies on communication barriers

This unit introduces students to the structures of academic writing that will enhance their employability skills in global business scenarios. The unit enables students to create essays through reading and writing. Students would be specifically trained about the structure of an essay, its components, locating the argument, constructing one, using sources to substantiate claims and evidence. This unit focuses on written communication to ensure professional ethics for business context.

1. What is Critical Writing?

2. Difference between descriptive writing and critical writing

3. Critical Reading

4. WEED model of critical writing (Godwin, 2019)

5. Elements of an arguments: Claims, premise, attempt to persuade

6. Analysing Claims; evaluating claims; critical questions

This unit introduces students to the structures of academic writing that will enhance their employability skills in global business scenarios. The unit enables students to create essays through reading and writing. Students would be specifically trained about the structure of an essay, its components, locating the argument, constructing one, using sources to substantiate claims and evidence. This unit focuses on written communication to ensure professional ethics for business context.

1. What is Critical Writing?

2. Difference between descriptive writing and critical writing

3. Critical Reading

4. WEED model of critical writing (Godwin, 2019)

5. Elements of an arguments: Claims, premise, attempt to persuade

6. Analysing Claims; evaluating claims; critical questions

This unit introduces students to the structures of academic writing that will enhance their employability skills in global business scenarios. The unit enables students to create essays through reading and writing. Students would be specifically trained about the structure of an essay, its components, locating the argument, constructing one, using sources to substantiate claims and evidence. This unit focuses on written communication to ensure professional ethics for business context.

1. What is Critical Writing?

2. Difference between descriptive writing and critical writing

3. Critical Reading

4. WEED model of critical writing (Godwin, 2019)

5. Elements of an arguments: Claims, premise, attempt to persuade

6. Analysing Claims; evaluating claims; critical questions

This unit introduces students to the structures of academic writing that will enhance their employability skills in global business scenarios. The unit enables students to create essays through reading and writing. Students would be specifically trained about the structure of an essay, its components, locating the argument, constructing one, using sources to substantiate claims and evidence. This unit focuses on written communication to ensure professional ethics for business context.

1. What is Critical Writing?

2. Difference between descriptive writing and critical writing

3. Critical Reading

4. WEED model of critical writing (Godwin, 2019)

5. Elements of an arguments: Claims, premise, attempt to persuade

6. Analysing Claims; evaluating claims; critical questions

This unit introduces students to the structures of academic writing that will enhance their employability skills in global business scenarios. The unit enables students to create essays through reading and writing. Students would be specifically trained about the structure of an essay, its components, locating the argument, constructing one, using sources to substantiate claims and evidence. This unit focuses on written communication to ensure professional ethics for business context.

1. What is Critical Writing?

2. Difference between descriptive writing and critical writing

3. Critical Reading

4. WEED model of critical writing (Godwin, 2019)

5. Elements of an arguments: Claims, premise, attempt to persuade

6. Analysing Claims; evaluating claims; critical questions

This unit introduces students to the structures of academic writing that will enhance their employability skills in global business scenarios. The unit enables students to create essays through reading and writing. Students would be specifically trained about the structure of an essay, its components, locating the argument, constructing one, using sources to substantiate claims and evidence. This unit focuses on written communication to ensure professional ethics for business context.

1. What is Critical Writing?

2. Difference between descriptive writing and critical writing

3. Critical Reading

4. WEED model of critical writing (Godwin, 2019)

5. Elements of an arguments: Claims, premise, attempt to persuade

6. Analysing Claims; evaluating claims; critical questions

This unit introduces students to the structures of academic writing that will enhance their employability skills in global business scenarios. The unit enables students to create essays through reading and writing. Students would be specifically trained about the structure of an essay, its components, locating the argument, constructing one, using sources to substantiate claims and evidence. This unit focuses on written communication to ensure professional ethics for business context.

1. What is Critical Writing?

2. Difference between descriptive writing and critical writing

3. Critical Reading

4. WEED model of critical writing (Godwin, 2019)

5. Elements of an arguments: Claims, premise, attempt to persuade

6. Analysing Claims; evaluating claims; critical questions

This unit introduces students to the structures of academic writing that will enhance their employability skills in global business scenarios. The unit enables students to create essays through reading and writing. Students would be specifically trained about the structure of an essay, its components, locating the argument, constructing one, using sources to substantiate claims and evidence. This unit focuses on written communication to ensure professional ethics for business context.

1. What is Critical Writing?

2. Difference between descriptive writing and critical writing

3. Critical Reading

4. WEED model of critical writing (Godwin, 2019)

5. Elements of an arguments: Claims, premise, attempt to persuade

6. Analysing Claims; evaluating claims; critical questions

This unit introduces students to effective communication skills as a form of speaking. Speaking for business purposes is one of the required employability skills needed in a global professional setting. Students learn the importance of inclusive communication to understand the human values of interlocutors in the communication.

1. Verbal Communication: Use of Positive Language; Use of ‘I’ statements; Assertion vs. Aggression

2. Asking Questions: Open question, Closed question, Probing question, Confirmation question,

3. Role of Communication in negotiation skills; Diplomacy skills;

4. Writing Business Proposal

This unit introduces students to effective communication skills as a form of speaking. Speaking for business purposes is one of the required employability skills needed in a global professional setting. Students learn the importance of inclusive communication to understand the human values of interlocutors in the communication.

1. Verbal Communication: Use of Positive Language; Use of ‘I’ statements; Assertion vs. Aggression

2. Asking Questions: Open question, Closed question, Probing question, Confirmation question,

3. Role of Communication in negotiation skills; Diplomacy skills;

4. Writing Business Proposal

This unit introduces students to effective communication skills as a form of speaking. Speaking for business purposes is one of the required employability skills needed in a global professional setting. Students learn the importance of inclusive communication to understand the human values of interlocutors in the communication.

1. Verbal Communication: Use of Positive Language; Use of ‘I’ statements; Assertion vs. Aggression

2. Asking Questions: Open question, Closed question, Probing question, Confirmation question,

3. Role of Communication in negotiation skills; Diplomacy skills;

4. Writing Business Proposal

This unit introduces students to effective communication skills as a form of speaking. Speaking for business purposes is one of the required employability skills needed in a global professional setting. Students learn the importance of inclusive communication to understand the human values of interlocutors in the communication.

1. Verbal Communication: Use of Positive Language; Use of ‘I’ statements; Assertion vs. Aggression

2. Asking Questions: Open question, Closed question, Probing question, Confirmation question,

3. Role of Communication in negotiation skills; Diplomacy skills;

4. Writing Business Proposal

This unit introduces students to effective communication skills as a form of speaking. Speaking for business purposes is one of the required employability skills needed in a global professional setting. Students learn the importance of inclusive communication to understand the human values of interlocutors in the communication.

1. Verbal Communication: Use of Positive Language; Use of ‘I’ statements; Assertion vs. Aggression

2. Asking Questions: Open question, Closed question, Probing question, Confirmation question,

3. Role of Communication in negotiation skills; Diplomacy skills;

4. Writing Business Proposal

This unit introduces students to effective communication skills as a form of speaking. Speaking for business purposes is one of the required employability skills needed in a global professional setting. Students learn the importance of inclusive communication to understand the human values of interlocutors in the communication.

1. Verbal Communication: Use of Positive Language; Use of ‘I’ statements; Assertion vs. Aggression

2. Asking Questions: Open question, Closed question, Probing question, Confirmation question,

3. Role of Communication in negotiation skills; Diplomacy skills;

4. Writing Business Proposal

This unit introduces students to effective communication skills as a form of speaking. Speaking for business purposes is one of the required employability skills needed in a global professional setting. Students learn the importance of inclusive communication to understand the human values of interlocutors in the communication.

1. Verbal Communication: Use of Positive Language; Use of ‘I’ statements; Assertion vs. Aggression

2. Asking Questions: Open question, Closed question, Probing question, Confirmation question,

3. Role of Communication in negotiation skills; Diplomacy skills;

4. Writing Business Proposal

This unit introduces students to effective communication skills as a form of speaking. Speaking for business purposes is one of the required employability skills needed in a global professional setting. Students learn the importance of inclusive communication to understand the human values of interlocutors in the communication.

1. Verbal Communication: Use of Positive Language; Use of ‘I’ statements; Assertion vs. Aggression

2. Asking Questions: Open question, Closed question, Probing question, Confirmation question,

3. Role of Communication in negotiation skills; Diplomacy skills;

4. Writing Business Proposal

Raman, M. and Sangeeta Sharma. Professional Communication. Oxford University Press, 2017.

Rizvi, M. Ashraf. Effective Technical Communication. McGraw Hill Education, 2015.

Critical Writing https://libguides.hull.ac.uk/criticalwriting

Miller, Kelsey. 6 Negotiation Skills All Professionals Can Benefit From, Harward Business School Online. Accessed https://online.hbs.edu/blog/post/negotiation-skills

Sen, Sanghita, et al. Communicative English 1. Cambridge University Press India Pvt Ltd, 2015.

McCarter, Sam, Norman Whitby. Writing Skills. Macmillan India, 2009.

Reinders, H, Marilyn L., and Linh Phung. Studying in English: Strategies for Success in Higher Education. Macmillan Education, 2017.