Syllabus for
BBA /(Honours/Honours with Research)
Academic Year  (2024)

CIA assessment pattern for courses with End Semester Exam (ESE):

CIA 1: 20 (100%): 20 marks, CIA 2: 50 (50%) 25 marks, CIA 3: 20 (100%) : 20 marks,

ESE: 50(60%): 30 marks, Attendance: 5 marks., CIA: ESE weightage = 70:30, Total 100 marks

CIA assessment pattern for courses with continuous assessments:

CIA 1: 25 marks, CIA 2: 25 marks, CIA 3: 25 marks, CIA 4: 25 marks.

The School of Business and Management, CHRIST, was formed with a clearly defined approach for creating quality managers and entrepreneurs required to face the challenges of the business world. The School offers undergraduate programmes such as Bachelor of Business Administration (BBA),  Bachelor of Business Administration in Decision Science (BBA DS),Bachelor of Business Administration in Business Analytics (BBA BA), Bachelor of Business Administration  in Finance and International Business (BBA FIB), Bachelor of Hotel Management (BHM), Bachelor of Business Administration in Tourism and Travel Management (BBA TTM), Postgraduate Programmes such as Master of Business Administration (MBA), Master of Business Administration – Executive (MBA – Executive), Master of Business Administration (CHRIST) + Master of Business Administration (FHWS, Germany), Master of Business Administration (CHRIST) + Master of Science (VCU, USA), Master of Business Administration (CHRIST) + Master of Business Administration (WMU, USA),  Master of Tourism and Travel Management (MTTM), and Doctoral Programmes such as Doctor of Philosophy (Management) and Doctor of Philosophy in Tourism which are specifically designed to enhance career opportunities and to develop well rounded managers, business leaders and researchers ready to effectively tackle a dynamic environment.

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 undergraduate programme in Bachelor of Business Administration (BBA) is offered by the School of Business and Management since 1991as a platform to prepare young minds with a positive attitude for excellent performance and committed service. It provides the right nurturing ground to enable students to pursue their entrepreneurial ambitions.

The curriculum for the three-year programme (6 Semesters), has been designed to enable the students to get an overview of the various aspects related to launching and managing a business effectively; as well as giving them an opportunity to specialize in a functional area of management that they would like to pursue in their careers.

The BBA programme provides students with the opportunity for interdisciplinary learning through various generic electives from the streams of Economics, Psychology, Sociology, Social Work, Law, Media Studies, Hotel Management, and Computer Applications. The programme focuses on developing the students and equipping them to meet the managerial challenges of the 21^st century. The ability to work in teams is also focused upon as a key skill to be developed for success in theworkplace.

The programme also aims to develop the student’s independent thinking, decision-making capability and research aptitude. Learning is enhanced through many pedagogical tools like case studies, presentations, internships, research projects, industrial visits, and guest lecturers from a pool of industry experts.

Aimed at the holistic development of the students, the Department facilitates participation in various National and International fests. It also conducts many curricular and co-curricular activities on a regular basis. Social responsibility is a thrust area and students are encouraged to participate in community development initiatives.

Programme Outcome/Programme Learning Goals/Programme Learning Outcome:

PLG 2: Functional Knowledge and Application

PLG 3: Communication

PLG 4: Problem Solving

Programme Specific Outcome:

Programme Educational Objective:

PEO 2: Graduates exhibiting spirit of inquiry, innovation and ability to solve problems in dynamic business environment.

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 aims at aiding the students in reaching a level of increased competence in business mathematics and expands understanding of the importance of mathematical concepts in business applications. Emphasis is placed upon learning mathematical concepts by examining some basic business problems.

Course objectives:  This course will help the learner to

• Understand the theory of matrices and determinants and apply it in business.
• Formulate a linear programming problem and solve it graphically and using simplex method
• Solve problems based on transportation and assignment problems using different methods.
•  Inspect concepts of limits and differentiation and apply them to solve problems in business. 
• Solve problems on simple interest, compound interest, annuities, sinking funds, etc.,

Matrices and Determinants - Addition of matrices – Multiplication of Matrices by a scalar – some special types of matrices – Multiplication of two matrices – Properties of Matrix Multiplication – determinants –Properties of determinants (statement only) - Minors and co-factors – Inverse of a matrix (Simple Problems only).

Matrices and Determinants - Addition of matrices – Multiplication of Matrices by a scalar – some special types of matrices – Multiplication of two matrices – Properties of Matrix Multiplication – determinants –Properties of determinants (statement only) - Minors and co-factors – Inverse of a matrix (Simple Problems only).

Matrices and Determinants - Addition of matrices – Multiplication of Matrices by a scalar – some special types of matrices – Multiplication of two matrices – Properties of Matrix Multiplication – determinants –Properties of determinants (statement only) - Minors and co-factors – Inverse of a matrix (Simple Problems only).

Matrices and Determinants - Addition of matrices – Multiplication of Matrices by a scalar – some special types of matrices – Multiplication of two matrices – Properties of Matrix Multiplication – determinants –Properties of determinants (statement only) - Minors and co-factors – Inverse of a matrix (Simple Problems only).

Matrices and Determinants - Addition of matrices – Multiplication of Matrices by a scalar – some special types of matrices – Multiplication of two matrices – Properties of Matrix Multiplication – determinants –Properties of determinants (statement only) - Minors and co-factors – Inverse of a matrix (Simple Problems only).

Applications of Matrices and Determinants – Matrix representation of data – Applications of matrices based on basic operations – Solving system of linear equations – Matrix inverse method – Cramer’s Rule

Applications of Matrices and Determinants – Matrix representation of data – Applications of matrices based on basic operations – Solving system of linear equations – Matrix inverse method – Cramer’s Rule

Applications of Matrices and Determinants – Matrix representation of data – Applications of matrices based on basic operations – Solving system of linear equations – Matrix inverse method – Cramer’s Rule

Applications of Matrices and Determinants – Matrix representation of data – Applications of matrices based on basic operations – Solving system of linear equations – Matrix inverse method – Cramer’s Rule

Applications of Matrices and Determinants – Matrix representation of data – Applications of matrices based on basic operations – Solving system of linear equations – Matrix inverse method – Cramer’s Rule

Definition – Linear Programming Problem – Formulation – Solution by Graphical method – simplex method – minimization and maximization problems.

Definition – Linear Programming Problem – Formulation – Solution by Graphical method – simplex method – minimization and maximization problems.

Definition – Linear Programming Problem – Formulation – Solution by Graphical method – simplex method – minimization and maximization problems.

Definition – Linear Programming Problem – Formulation – Solution by Graphical method – simplex method – minimization and maximization problems.

Definition – Linear Programming Problem – Formulation – Solution by Graphical method – simplex method – minimization and maximization problems.

Nature and scope of transportation and allocation models, different methods for finding initial solution - N-W Corner Rule, Least Cost Method and VAM.  Unbalanced TP, Test for optimality – MODI method

Nature and scope of transportation and allocation models, different methods for finding initial solution - N-W Corner Rule, Least Cost Method and VAM.  Unbalanced TP, Test for optimality – MODI method

Nature and scope of transportation and allocation models, different methods for finding initial solution - N-W Corner Rule, Least Cost Method and VAM.  Unbalanced TP, Test for optimality – MODI method

Nature and scope of transportation and allocation models, different methods for finding initial solution - N-W Corner Rule, Least Cost Method and VAM.  Unbalanced TP, Test for optimality – MODI method

Nature and scope of transportation and allocation models, different methods for finding initial solution - N-W Corner Rule, Least Cost Method and VAM.  Unbalanced TP, Test for optimality – MODI method

Assignment Problem a variant of Transportation model, Hungarian method, Restricted Assignment problems.

Assignment Problem a variant of Transportation model, Hungarian method, Restricted Assignment problems.

Assignment Problem a variant of Transportation model, Hungarian method, Restricted Assignment problems.

Assignment Problem a variant of Transportation model, Hungarian method, Restricted Assignment problems.

Assignment Problem a variant of Transportation model, Hungarian method, Restricted Assignment problems.

Limits – Differentiation – Differentiation rules - Methods of differentiation – Differentiation of composite functions – Differentiation of parametric functions - Second order derivative.

Maxima and Minima – Application to commerce and Economics – Revenue Function – Cost function – profit function 

Limits – Differentiation – Differentiation rules - Methods of differentiation – Differentiation of composite functions – Differentiation of parametric functions - Second order derivative.

Maxima and Minima – Application to commerce and Economics – Revenue Function – Cost function – profit function 

Limits – Differentiation – Differentiation rules - Methods of differentiation – Differentiation of composite functions – Differentiation of parametric functions - Second order derivative.

Maxima and Minima – Application to commerce and Economics – Revenue Function – Cost function – profit function 

Limits – Differentiation – Differentiation rules - Methods of differentiation – Differentiation of composite functions – Differentiation of parametric functions - Second order derivative.

Maxima and Minima – Application to commerce and Economics – Revenue Function – Cost function – profit function 

Limits – Differentiation – Differentiation rules - Methods of differentiation – Differentiation of composite functions – Differentiation of parametric functions - Second order derivative.

Maxima and Minima – Application to commerce and Economics – Revenue Function – Cost function – profit function 

Simple interest – Compound interest – Equivalent rate – Effective rate - Depreciation – Accumulated value - Present value – Annuity – Types of Annuities - Sinking Fund

Simple interest – Compound interest – Equivalent rate – Effective rate - Depreciation – Accumulated value - Present value – Annuity – Types of Annuities - Sinking Fund

Simple interest – Compound interest – Equivalent rate – Effective rate - Depreciation – Accumulated value - Present value – Annuity – Types of Annuities - Sinking Fund

Simple interest – Compound interest – Equivalent rate – Effective rate - Depreciation – Accumulated value - Present value – Annuity – Types of Annuities - Sinking Fund

Simple interest – Compound interest – Equivalent rate – Effective rate - Depreciation – Accumulated value - Present value – Annuity – Types of Annuities - Sinking Fund

This course is intended to provide a cohort experience, help students acquire a range of useful strategies and skills for enhancing their managerial effectiveness, and engage productively with the undergraduate course concepts throughout their program. The three themes addressed are managing your learning, learning together, and managerial skill development. 

Course Objectives:

• Analyze the impact of different reading strategies and corporate demeanor barriers on effective professional writing. 
• Evaluate the effectiveness of proactive communication strategies in fostering understanding and collaboration within teams. 
• Develop strategies that integrate time management and stress reduction techniques to optimize work performance

Meaning, objectives, types of business letters, layout of a business letter and styles of layout, cover letter for resume and formal documents, enquiries and replies, orders and replies, complaints, claim and adjustment, logical academic organization and augmentation, scientific writing, creating and understanding literature reviews.

What is a resume, the difference between a resume and a CV, the importance of a good resume, do’s and don’ts of resume writing, positioning your resume to a specific purpose, aligning your resume with the specific needs of the hiring organization, ensuring high resume ranking on the relevancy scales.

Meaning, objectives, types of business letters, layout of a business letter and styles of layout, cover letter for resume and formal documents, enquiries and replies, orders and replies, complaints, claim and adjustment, logical academic organization and augmentation, scientific writing, creating and understanding literature reviews.

What is a resume, the difference between a resume and a CV, the importance of a good resume, do’s and don’ts of resume writing, positioning your resume to a specific purpose, aligning your resume with the specific needs of the hiring organization, ensuring high resume ranking on the relevancy scales.

Meaning, objectives, types of business letters, layout of a business letter and styles of layout, cover letter for resume and formal documents, enquiries and replies, orders and replies, complaints, claim and adjustment, logical academic organization and augmentation, scientific writing, creating and understanding literature reviews.

What is a resume, the difference between a resume and a CV, the importance of a good resume, do’s and don’ts of resume writing, positioning your resume to a specific purpose, aligning your resume with the specific needs of the hiring organization, ensuring high resume ranking on the relevancy scales.

Meaning, objectives, types of business letters, layout of a business letter and styles of layout, cover letter for resume and formal documents, enquiries and replies, orders and replies, complaints, claim and adjustment, logical academic organization and augmentation, scientific writing, creating and understanding literature reviews.

What is a resume, the difference between a resume and a CV, the importance of a good resume, do’s and don’ts of resume writing, positioning your resume to a specific purpose, aligning your resume with the specific needs of the hiring organization, ensuring high resume ranking on the relevancy scales.

Meaning, objectives, types of business letters, layout of a business letter and styles of layout, cover letter for resume and formal documents, enquiries and replies, orders and replies, complaints, claim and adjustment, logical academic organization and augmentation, scientific writing, creating and understanding literature reviews.

What is a resume, the difference between a resume and a CV, the importance of a good resume, do’s and don’ts of resume writing, positioning your resume to a specific purpose, aligning your resume with the specific needs of the hiring organization, ensuring high resume ranking on the relevancy scales.

What is professionalism, professionalism at the workplace, what are ethics, the difference between social and personal ethics, determining personal ethics, grooming, and personal conflict management in the workplace. Importance of presentations, formal and informal presentations, best presentation practices, the importance of workplace presentations, dos and don’ts of formal presentation, effective team presentations, making PowerPoint presentations.

What is professionalism, professionalism at the workplace, what are ethics, the difference between social and personal ethics, determining personal ethics, grooming, and personal conflict management in the workplace. Importance of presentations, formal and informal presentations, best presentation practices, the importance of workplace presentations, dos and don’ts of formal presentation, effective team presentations, making PowerPoint presentations.

What is professionalism, professionalism at the workplace, what are ethics, the difference between social and personal ethics, determining personal ethics, grooming, and personal conflict management in the workplace. Importance of presentations, formal and informal presentations, best presentation practices, the importance of workplace presentations, dos and don’ts of formal presentation, effective team presentations, making PowerPoint presentations.

What is professionalism, professionalism at the workplace, what are ethics, the difference between social and personal ethics, determining personal ethics, grooming, and personal conflict management in the workplace. Importance of presentations, formal and informal presentations, best presentation practices, the importance of workplace presentations, dos and don’ts of formal presentation, effective team presentations, making PowerPoint presentations.

What is professionalism, professionalism at the workplace, what are ethics, the difference between social and personal ethics, determining personal ethics, grooming, and personal conflict management in the workplace. Importance of presentations, formal and informal presentations, best presentation practices, the importance of workplace presentations, dos and don’ts of formal presentation, effective team presentations, making PowerPoint presentations.

What is public speaking, understanding speech, making ideas compelling and memorable, illustrating and delivering your ideas, overcoming your fear of public speaking and developing great delivery, writing speeches, making your own speech.

Nature, types, functions of body language, facial expression, effective use of face-to-face telephonic conversation, recent trends in communication, e-mail, video conferencing, social media sensitization and networking (public and personal texts), understanding cultural effects on communication, cultural sensitiveness and cultural context, inter-cultural factors in interactions, adapting to global business.

What is active listening, understanding the message, showing interest and paying attention, providing feedback, identifying and understanding the room environment, providing situation-based responses, controlling and use of emotional response communication, and body language understanding (as listener and communicator).

What is public speaking, understanding speech, making ideas compelling and memorable, illustrating and delivering your ideas, overcoming your fear of public speaking and developing great delivery, writing speeches, making your own speech.

Nature, types, functions of body language, facial expression, effective use of face-to-face telephonic conversation, recent trends in communication, e-mail, video conferencing, social media sensitization and networking (public and personal texts), understanding cultural effects on communication, cultural sensitiveness and cultural context, inter-cultural factors in interactions, adapting to global business.

What is active listening, understanding the message, showing interest and paying attention, providing feedback, identifying and understanding the room environment, providing situation-based responses, controlling and use of emotional response communication, and body language understanding (as listener and communicator).

What is public speaking, understanding speech, making ideas compelling and memorable, illustrating and delivering your ideas, overcoming your fear of public speaking and developing great delivery, writing speeches, making your own speech.

Nature, types, functions of body language, facial expression, effective use of face-to-face telephonic conversation, recent trends in communication, e-mail, video conferencing, social media sensitization and networking (public and personal texts), understanding cultural effects on communication, cultural sensitiveness and cultural context, inter-cultural factors in interactions, adapting to global business.

What is active listening, understanding the message, showing interest and paying attention, providing feedback, identifying and understanding the room environment, providing situation-based responses, controlling and use of emotional response communication, and body language understanding (as listener and communicator).

What is public speaking, understanding speech, making ideas compelling and memorable, illustrating and delivering your ideas, overcoming your fear of public speaking and developing great delivery, writing speeches, making your own speech.

Nature, types, functions of body language, facial expression, effective use of face-to-face telephonic conversation, recent trends in communication, e-mail, video conferencing, social media sensitization and networking (public and personal texts), understanding cultural effects on communication, cultural sensitiveness and cultural context, inter-cultural factors in interactions, adapting to global business.

What is active listening, understanding the message, showing interest and paying attention, providing feedback, identifying and understanding the room environment, providing situation-based responses, controlling and use of emotional response communication, and body language understanding (as listener and communicator).

What is public speaking, understanding speech, making ideas compelling and memorable, illustrating and delivering your ideas, overcoming your fear of public speaking and developing great delivery, writing speeches, making your own speech.

Nature, types, functions of body language, facial expression, effective use of face-to-face telephonic conversation, recent trends in communication, e-mail, video conferencing, social media sensitization and networking (public and personal texts), understanding cultural effects on communication, cultural sensitiveness and cultural context, inter-cultural factors in interactions, adapting to global business.

What is active listening, understanding the message, showing interest and paying attention, providing feedback, identifying and understanding the room environment, providing situation-based responses, controlling and use of emotional response communication, and body language understanding (as listener and communicator).

What are teams, the importance of a team in the workspace, the importance of being a team member and team leader, meaning and importance of team building, challenges of team building, introduction as to how to build teams, team conflict management in the workspace.

What are teams, the importance of a team in the workspace, the importance of being a team member and team leader, meaning and importance of team building, challenges of team building, introduction as to how to build teams, team conflict management in the workspace.

What are teams, the importance of a team in the workspace, the importance of being a team member and team leader, meaning and importance of team building, challenges of team building, introduction as to how to build teams, team conflict management in the workspace.

What are teams, the importance of a team in the workspace, the importance of being a team member and team leader, meaning and importance of team building, challenges of team building, introduction as to how to build teams, team conflict management in the workspace.

What are teams, the importance of a team in the workspace, the importance of being a team member and team leader, meaning and importance of team building, challenges of team building, introduction as to how to build teams, team conflict management in the workspace.

Introduction to Time management, Benefits of time management, Prioritization of events, preparing schedules, Procrastination, Problems in time management and strategies for effective time management.

Introduction to Time management, Benefits of time management, Prioritization of events, preparing schedules, Procrastination, Problems in time management and strategies for effective time management.

Introduction to Time management, Benefits of time management, Prioritization of events, preparing schedules, Procrastination, Problems in time management and strategies for effective time management.

Introduction to Time management, Benefits of time management, Prioritization of events, preparing schedules, Procrastination, Problems in time management and strategies for effective time management.

Introduction to Time management, Benefits of time management, Prioritization of events, preparing schedules, Procrastination, Problems in time management and strategies for effective time management.

Understand different kinds of behaviours, and differentiate them on the basis of personalities. Analyse various behaviours and yourself, use of creative thinking, different activities involved in critical thinking, learn about different styles of thinking like lateral, divergent etc., and know the importance of paying attention to detail while critically thinking. Define a decision, distinguish root causes and symptoms, explain the decision-making model, outline the various ways decisions can be made, use problem-solving tools for decision-making, decision-making pitfalls, apply appropriate problem-solving and decision-making processes, evaluate solutions and anticipate likely risks, identify common obstacles to effective problem-solving and decision-making.

Understand different kinds of behaviours, and differentiate them on the basis of personalities. Analyse various behaviours and yourself, use of creative thinking, different activities involved in critical thinking, learn about different styles of thinking like lateral, divergent etc., and know the importance of paying attention to detail while critically thinking. Define a decision, distinguish root causes and symptoms, explain the decision-making model, outline the various ways decisions can be made, use problem-solving tools for decision-making, decision-making pitfalls, apply appropriate problem-solving and decision-making processes, evaluate solutions and anticipate likely risks, identify common obstacles to effective problem-solving and decision-making.

Understand different kinds of behaviours, and differentiate them on the basis of personalities. Analyse various behaviours and yourself, use of creative thinking, different activities involved in critical thinking, learn about different styles of thinking like lateral, divergent etc., and know the importance of paying attention to detail while critically thinking. Define a decision, distinguish root causes and symptoms, explain the decision-making model, outline the various ways decisions can be made, use problem-solving tools for decision-making, decision-making pitfalls, apply appropriate problem-solving and decision-making processes, evaluate solutions and anticipate likely risks, identify common obstacles to effective problem-solving and decision-making.

Understand different kinds of behaviours, and differentiate them on the basis of personalities. Analyse various behaviours and yourself, use of creative thinking, different activities involved in critical thinking, learn about different styles of thinking like lateral, divergent etc., and know the importance of paying attention to detail while critically thinking. Define a decision, distinguish root causes and symptoms, explain the decision-making model, outline the various ways decisions can be made, use problem-solving tools for decision-making, decision-making pitfalls, apply appropriate problem-solving and decision-making processes, evaluate solutions and anticipate likely risks, identify common obstacles to effective problem-solving and decision-making.

Understand different kinds of behaviours, and differentiate them on the basis of personalities. Analyse various behaviours and yourself, use of creative thinking, different activities involved in critical thinking, learn about different styles of thinking like lateral, divergent etc., and know the importance of paying attention to detail while critically thinking. Define a decision, distinguish root causes and symptoms, explain the decision-making model, outline the various ways decisions can be made, use problem-solving tools for decision-making, decision-making pitfalls, apply appropriate problem-solving and decision-making processes, evaluate solutions and anticipate likely risks, identify common obstacles to effective problem-solving and decision-making.