Components of CIA-I       20 marks         

Components of CIA-II      25 Marks

 Mid Term Exam                 25 Marks

Components of CIA-III  20 Marks  

  End Sem                            50 Marks  from all unit will be converted into 30

School of Business and Management is a premier wing of Christ (Deemed to be University), since 1991 with a clearly defined approach for creating quality managers and entrepreneurs required to face the challenges of the corporate sector. The department offers undergraduate courses in Business and  Administration and master’s Programme in Management and Finance which are challenging and  specifically designed to develop and enhance career opportunities and to contribute in the dissemination of academic and applied knowledge in business management.

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.

The BBA in Strategy and Business Analytics is a single major program at the School of Business and Management. Businesses in today's fast-paced, fiercely competitive environment need leaders who can offer value and drive great performance at all levels of corporate responsibility. Organisations are using analytics and sophisticated strategies to increase efficiency, improve customer service, and identify risks and opportunities across all sectors. This program is for undergraduate students who want to learn how to use data, numbers and strategies to help their companies make decisions. This Program is intended to assist students in creating and putting into practice strategies and data  for diverse enterprises and organisations. Strategy and Business analytics will teach students the techniques and methods  required to build and manage a successful business, particularly in the modern age of globalisation.

Programme Outcome/Programme Learning Goals/Programme Learning Outcome:

2: Ability to demonstrate knowledge of business from a holistic and cross-functional perspective

3: Demonstrate the ability to communicate in a professional manner.

4: Evaluate problems and solve them in a scientific manner.

5: Develop analytical decision-making.

Programme Specific Outcome:

Programme Educational Objective:

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

Course Description: This course in Business Mathematics enables a business manager to

formulate real time problems and initiate systematic decision-making process. It provides basic

knowledge of mathematics and enables students to apply the concepts in business to take

optimal decisions. A proper understanding of the course will help in building knowledge about

simple linear models, optimization techniques, strategic decision making and applications of

calculus. This course will provide a basic knowledge about probability and its applications which

is extremely useful for students aiming to go for higher studies in analytics.

Course Objectives: This course objectives are:

1) To impart basic knowledge of mathematics and its applications in business

2) To demonstrate understanding of construction and interpretation of linear models

3) To analyze business problems from a strategic perspective and make decisions

4) To analyze business situations and make decisions during uncertainty.

Linear Equations and Straight Lines- Coordinate systems and Graphs, Linear Inequalities –

standard form, slope of a straight line, method of least squares.

Linear Equations and Straight Lines- Coordinate systems and Graphs, Linear Inequalities –

standard form, slope of a straight line, method of least squares.

Linear Equations and Straight Lines- Coordinate systems and Graphs, Linear Inequalities –

standard form, slope of a straight line, method of least squares.

System of linear equations, addition and multiplication of Matrices –Determinants – Inverse of

a matrix by Gauss Jordan method.  Application of matrices and Determinants – Solution of a

system of linear equations- Gauss elimination method.

System of linear equations, addition and multiplication of Matrices –Determinants – Inverse of

a matrix by Gauss Jordan method.  Application of matrices and Determinants – Solution of a

system of linear equations- Gauss elimination method.

System of linear equations, addition and multiplication of Matrices –Determinants – Inverse of

a matrix by Gauss Jordan method.  Application of matrices and Determinants – Solution of a

system of linear equations- Gauss elimination method.

Definition – Linear Programming Problem – Formulation – Solution by Graphical method

–minimization and maximization problems, special cases, Concept of simplex method (theory

only)

Definition – Linear Programming Problem – Formulation – Solution by Graphical method

–minimization and maximization problems, special cases, Concept of simplex method (theory

only)

Definition – Linear Programming Problem – Formulation – Solution by Graphical method

–minimization and maximization problems, special cases, Concept of simplex method (theory

only)

Probability – The axioms of probability – Conditional probability, classical definition, Addition

and multiplication rules

Probability distributions– Discrete and continuous probability distributions –

Binomial, Poisson and Normal distributions.

Probability – The axioms of probability – Conditional probability, classical definition, Addition

and multiplication rules

Probability distributions– Discrete and continuous probability distributions –

Binomial, Poisson and Normal distributions.

Probability – The axioms of probability – Conditional probability, classical definition, Addition

and multiplication rules

Probability distributions– Discrete and continuous probability distributions –

Binomial, Poisson and Normal distributions.

Competitive games, Rules of game theory, Saddle point, Reduce game by Dominance, Solve for

mixed strategies (2 x 2, 2 x n, m x2 games),Two person Zero sum game.

Competitive games, Rules of game theory, Saddle point, Reduce game by Dominance, Solve for

mixed strategies (2 x 2, 2 x n, m x2 games),Two person Zero sum game.

Competitive games, Rules of game theory, Saddle point, Reduce game by Dominance, Solve for

mixed strategies (2 x 2, 2 x n, m x2 games),Two person Zero sum game.

Limits – Differentiation - Methods of differentiation – Second order derivative – Maxima and

Minima.

Limits – Differentiation - Methods of differentiation – Second order derivative – Maxima and

Minima.

Limits – Differentiation - Methods of differentiation – Second order derivative – Maxima and

Minima.

Revenue Function – Cost function – Profit function

Revenue Function – Cost function – Profit function

Revenue Function – Cost function – Profit function

House.

2) J. K. Sharma, Operations Research, Theory and Applications, Trinity Press, 6th Edition.

3) R. S. Tsay, 2005, Analysis of Financial Time Series, Wiley Series in Probability and

Statistics, 2nd edition (RT)

4) J. Y. Campbell, A. W. Lo, and A. C. MacKinlay, 1997, The Econometrics of Financial

Markets, Princeton University Press (CLM)

5) Goldstein, L.J., Schneider, D.I., & Siegal, M.J. (2010). Finite mathematics and

Applications. New Jersey: Pearson Publication.

6) Teresa Bradley, Essential Mathematics for Economics and Business.

Spreadsheets are essential tools used in workplaces worldwide, making proficiency in spreadsheet software a highly valuable skill. This course will teach you how to confidently use spreadsheet software, enhancing your employability. With digital skills in high demand, learning to operate spreadsheets effectively will give you a competitive edge in the job market. Join us to develop this crucial digital skill and boost your career prospects.

·        To understand the concept of Spreadsheet and its features

·        To apply the formulas and functions of Spreadsheet to provide information for managerial decisions

·        To apply the in-built features for editing data, formatting cells to construct a formatted Spreadsheet

·        To create various types of enhanced chart

• To analyze alternatives to Excel Spreadsheets

Basic Concepts of Spreadsheet, Workbook, Worksheet, Cell, Rows, Columns, Cell Reference: relative and absolute references, Ranges, Entering values, Labels, , Cut, Copy, Paste, Paste Special Feature, Drag and Drop Features, Naming, Saving, Renaming and Retrieving files

Basic Concepts of Spreadsheet, Workbook, Worksheet, Cell, Rows, Columns, Cell Reference: relative and absolute references, Ranges, Entering values, Labels, , Cut, Copy, Paste, Paste Special Feature, Drag and Drop Features, Naming, Saving, Renaming and Retrieving files

Basic Concepts of Spreadsheet, Workbook, Worksheet, Cell, Rows, Columns, Cell Reference: relative and absolute references, Ranges, Entering values, Labels, , Cut, Copy, Paste, Paste Special Feature, Drag and Drop Features, Naming, Saving, Renaming and Retrieving files

Formulas, Built-in Formulas, Creating Custom Formulas, Conditional Expressions, Functions: Built-in Functions, IF Functions, Date and Time Functions, Look up and Reference: HLOOKUP, VLOOKUP, Mathematical Functions, Logical Functions, Text Manipulation function, Financial Function

Formulas, Built-in Formulas, Creating Custom Formulas, Conditional Expressions, Functions: Built-in Functions, IF Functions, Date and Time Functions, Look up and Reference: HLOOKUP, VLOOKUP, Mathematical Functions, Logical Functions, Text Manipulation function, Financial Function

Formulas, Built-in Formulas, Creating Custom Formulas, Conditional Expressions, Functions: Built-in Functions, IF Functions, Date and Time Functions, Look up and Reference: HLOOKUP, VLOOKUP, Mathematical Functions, Logical Functions, Text Manipulation function, Financial Function

Using Fill and Autofill command, Import and Copy Data from External Sources, Data Validation: Data Validation Form, Data Formatting: Conditional Formatting, Formatting Cells, Formatting Tables, Generating Reports

Using Solver, Scenario Analysis, What – if Analysis, Goal Seek Analysis, Growth and Trend Analysis

Using Fill and Autofill command, Import and Copy Data from External Sources, Data Validation: Data Validation Form, Data Formatting: Conditional Formatting, Formatting Cells, Formatting Tables, Generating Reports

Using Solver, Scenario Analysis, What – if Analysis, Goal Seek Analysis, Growth and Trend Analysis

Using Fill and Autofill command, Import and Copy Data from External Sources, Data Validation: Data Validation Form, Data Formatting: Conditional Formatting, Formatting Cells, Formatting Tables, Generating Reports

Using Solver, Scenario Analysis, What – if Analysis, Goal Seek Analysis, Growth and Trend Analysis

Creating 2 D and 3 D Charts:  Pie charts, Column charts, Bar charts and Line charts. Editing Charts: Legends, Data points, Data tables, Gridlines, Titles, Drawing tools, Clip art, Colours, Borders, Shadows. Creating data maps

Creating 2 D and 3 D Charts:  Pie charts, Column charts, Bar charts and Line charts. Editing Charts: Legends, Data points, Data tables, Gridlines, Titles, Drawing tools, Clip art, Colours, Borders, Shadows. Creating data maps

Creating 2 D and 3 D Charts:  Pie charts, Column charts, Bar charts and Line charts. Editing Charts: Legends, Data points, Data tables, Gridlines, Titles, Drawing tools, Clip art, Colours, Borders, Shadows. Creating data maps

Google Sheet, Zoho Sheet, Apache OpenOffice Calc, LibreOffice Calc, WPS Office Spreadsheets, Smartsheet

Google Sheet, Zoho Sheet, Apache OpenOffice Calc, LibreOffice Calc, WPS Office Spreadsheets, Smartsheet

Google Sheet, Zoho Sheet, Apache OpenOffice Calc, LibreOffice Calc, WPS Office Spreadsheets, Smartsheet

David, M. (2017). Statistics for managers, using Microsoft spreadsheets. Pearson Education India.

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.