Asst.

Professor in Commerce (CET)

Consolidated Syllabus Contents

Unit—I
Business Environment
Meaning and Elements of Business Environment
Economic environment, Economic Policies, Economic Planning
Legal environment of Business in India, Competition policy, Consumer
protection, Environment protection
Policy Environment : Liberalization, Privatisation and globalisation,
Second generation reforms, Industrial- policy and implementation.
Industrial growth and structural changes

Unit—II
Financial & Management Accounting
Basic Accounting concepts, Capital and Revenue, Financial statements
Partnership Accounts : Admission, Retirement, Death, Dissolution and
Cash Distribution
Advanced Company Accounts : Issue, forfeiture, Purchase of Business,
Liquidation, Valuation of shares, Amalgamation, Absorption and
Reconstruction, Holding Company Accounts
Cost Accounting: Cost concepts, Material, Labour and Overheads.
Methods of costing: Unit Costing, Process Costing, Operating Costing,
Contract Costing. Absorption Costing.
Techniques of Costing: Marginal Costing and Break-even analysis.
Standard
Costing, Budgetary Control. Costing for Decision-making.
Management Accounting : Ratio Analysis, Funds Flow Analysis, Cash
Flow Analysis, Responsibility accounting

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 Accounting standards: International Accounting Standards, International
Financial Reporting Standards, Indian Accounting Standards.
Advanced Accounting -Inflation Accounting, Human Resource
Accounting, Responsibility Accounting, Social Accounting and
Environmental Accounting.

Unit—III
Business Behaviour and decisions
Nature and uses of Managerial Economics, Concept of Profit and Wealth
maximization. Demand Analysis and Elasticity of Demand, Curve
Analysis, Law Utility Analysis and Indifference of Returns and Law of
variable proportions.
Cost, Revenue, Price determination in different market situations : Perfect
competition, Monopolistic competition, Monopoly, Price discrimination
and Oligopoly, Pricing strategies

Unit—IV
Business Statistics & Computer Application Data types, Data collection
and analysis, sampling, need, errors and methods of sampling, Normal
distribution, Hypothesis testing, Analysis and Interpretation of Data
Correlation and Regression, small sample tests—t-test, F-test and chisquare
test.
Computer Applications: Data processing – Elements, Data entry, Data
processing Computer applications to Functional Areas—Accounting,
Inventory control, Marketing

Unit—V
Principles of Management
Nature of Management, concepts and principles of Management. Planning
Objectives, Strategies, Planning Process, Decision-making.

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 Organising, Organisational Structure, Formal and Informal
organisations. Centralization, Decentralization, Span of Control,
Coordination. Organisational Culture.
Staffing and Directing – leadership, motivation and communication.
Controlling – Nature, principles, techniques of control, Corporate
Governance and Business Ethics.

Unit—VI
Marketing Management
Nature of Market, marketing and marketing management, traditional
marketing Vs modern marketing, marketing mix.Marketing environment.
Elements of consumer behaviour, Market segmentation
Product decisions
Pricing decisions
Distribution decisions
Promotion decisions
Marketing planning, Organising and Control
Recent trends in Marketing
Concept Marketing, Telemarketing, E-Marketing, E- Commerce, Marketing
Research and Marketing Information System, Product Failures, Brand
equity, Brand Marketing, Franchising, Licensing, Dynamic pricing policy,
Antidumping, Transfer Pricing, Promotion- Ethics in Advertising,
Consumerism, Recent Trends in Promotion. Challenges in Services
Marketing, Service Quality, Value Marketing. Direct Marketing, Social,
ethical and legal aspects of marketing in India.

Unit—VII
Financial Management
Nature and concept of Finance, objectives of financial management.
Finance functions, Capital Structure, Financial and Operating leverage Cost

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 of capital, Capital budgeting, Working capital management, Dividend
Policy, Recent trends in Financial Management.
Advanced Finance: Corporate Restructuring, Corporate Governance,
International Financial Management, Forward Market, Future Market,
Derivatives and Options. Money and Capital Market, Working of Stock
Exchanges in India, NSE, OTCEI, NASDAQ.
Regulatory Authorities: SEBI, Rating Agencies
New Instruments : GDRs, ADRs.
Venture Capital Funds, Mergers and Acquisitions, Mutual Funds, Lease
Financing, Factoring, Angel Investments, Measurement of risk and returns
securities and portfolios.
Computer Application in Accounting and Finance.

Unit—VIII
Human Resources Management
Concepts, Role and Functions of Human Resource management Human
Resource Planning, Recruitment and Selection Training and Development,
Succession Planning
Compensation : Wage and Salary Administration, Incentive and Fringe
benefits, Morale and Productivity
Performance Appraisal and performance management system
Industrial Relations in India, Health, Safety, Welfare and Social security,
Workers’ Participation in Management, Union free plants

Strategic human resource management: Nature, Characteristics,

Significance, limitations of SHRM, Roles of HR professionals: Strategic,
Administrative, Change Agent, Business Partner,
HR outsourcing: Meaning, significance and limitations,
International HRM: Meaning, Significance, Characteristics, Expatriation:
Meaning, Significance, Cross-cultural training, Cultural Shock, Cross-

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 Cultural Shock & Repatriation process. Global Sourcing, Global Training
& Development, International Compensation Management, International
Industrial Relations

Unit—IX
Banking and Financial Institution
Importance of Banking to Business, Types of Banks and Their Functions,
Reserve Bank of India, NABARD and Rural Banking, Banking Sector
Reforms in India, NPA, Capital adequacy norms, E-banking
Development Banking : IDBI, IFCI, SFCs, UTI, SIDBI

Unit—X
International Business
Theoretical foundations of international business, Balance of Payments
International liquidity, International Economic Institutions—IMF, World
Bank IFC, IDA, ADB. World Trade Organisation—its functions and
policies.
Structure of India’s foreign trade : Composition and direction, EXIM Bank,
EXIM Policy of India, Regulation and promotion of Foreign Trade
Foreign Direct Investment and Multinational Corporations-MNCs Culture
MNCS and LDCs. Joint Ventures.
Regional Economic Integration : SAARC, ASEAN, EEC, NAFTA.
India and WTO, Intellectual Property Rights.

International Finance: International Financial Environment, Foreign

Exchange—Exchange rate, Mechanism, Risk Management, Transfer of
International Payments, Convertibility of Rupee, Current and Capital
Accounts; Issues and Perceptions. Derivatives and Futures.
Foreign Investment Institutions; Instruments; GDRs, ADRs, FIIs—their
role in Indian Capital Market.
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 Unit—XI
Income-tax Law and Tax Planning
Basic concepts, residential status and tax incidence, exempted incomes,
computation of taxable income under various heads. Computation of taxable
income of individuals and firms. Deduction of tax, filing of returns, different
types of assessment; Defaults and penalties.

Tax Planning: Concept, significance and problems of tax planning, tax

evasion and tax avoidance, methods of tax planning. Tax considerations in
specific business decisions, viz., make or buy; own or lease, retain or
replace; export or domestic sales; shut-down or closure; expand or contract;
invest or disinvest.
Computer Application in Income Tax and Tax Planning.

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Identification and development of potential successors for key positions in an organization,
through a systematic evaluation process and training. Unlike replacement planning (which
grades an individual solely on the basis of his or her past performance) succession planning is
largely predictive in judging an individual for a position he or she might never have been in.

Succession planning is a process whereby an organization ensures that employees are

recruited and developed to fill each key role within the company. Through your succession
planning process, you recruit superior employees, develop their knowledge, skills, and
abilities, and prepare them for advancement or promotion into ever more challenging roles.

Succession planning is a process for identifying and developing internal people with the
potential to fill key business leadership positions in the company. Succession planning increases
the availability of experienced and capable employees that are prepared to assume these roles as
they become available. Taken narrowly, "replacement planning" for key roles is the heart of
succession planning. Effective succession or talent-pool management concerns itself with
building a series of feeder groups up and down the entire leadership pipeline or progression
(Charan, Drotter, Noel, 2001). In contrast, replacement planning is focused narrowly on
identifying specific back-up candidates for given senior management positions. For the most
part position-driven replacement planning (often referred to as the "truck scenario") is a
forecast, which research indicates does not have substantial impact on outcomes.
Fundamental to the succession-management process is an underlying philosophy that argues
that top talent in the corporation must be managed for the greater good of the enterprise. Merck
and other companies argue that a "talent mindset" must be part of the leadership culture for
these practices to be effective.
Succession planning is a process whereby an organization ensures that employees are recruited
and developed to fill each key role within the company. Through your succession planning
process, you recruit superior employees, develop their knowledge, skills, and abilities, and
prepare them for advancement or promotion into ever more challenging roles. Actively
pursuing succession planning ensures that employees are constantly developed to fill each
needed role. As your organization expands, loses key employees, provides promotional
opportunities, and increases sales, your succession planning guarantees that you have
employees on hand ready and waiting to fill new roles.

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