Book Index. Armstrong s Handbook of Human Resource Management Practice By Michael Armstrong. Banking: Theory and Practice By K C Shekhar
|
|
|
- Joseph Phillips
- 5 years ago
- Views:
Transcription
1 Book Index Armstrong s Handbook of Human Resource Practice By Michael Armstrong Banking: Theory and Practice By K C Shekhar E-Business and E-Commerce By Dave Chaffey International Marketing By Philip R Cateora Kotler Keller: Marketing By Philip Kotler Principles of Risk and Insurance By George E Rejda Project : Planning and Control Techniques By Rory Burke Statistics for By Richard I Levin Supply Chain By Sunil Chopra The Lean Startup By Eric Ries
2 Books 01. Armstrong s Handbook of Human Resource Practice By Michael Armstrong PART I: The Practice of Human Resource 1. The concept of HRM 2. Strategic HRM 3. Delivering HRM 4. HRM and Performance 5. International HRM 6. Human Capital 7. Knowledge 8. Competency-Based HRM 9. The ethical dimension of HRM 10. Corporate Social Responsibility PART II: People and Organizations 11. Organizational Behavior 12. Work, Organization and Job design 13. Organization Development 14. Employee Engagement 15. Motivation 16. Commitment PART III: People Resourcing 17. Strategic Resourcing 18. Workforce Planning 19. Recruitment and selection 20. Resourcing practice 21. Talent PART IV: Learning and Development 22. Strategic Learning and Development 23. The process of learning and development 24. The practice of learning and development 25. Leadership and Development PART V: Performance and Reward 26. Performance and Reward basics 27.The practice of performance management 28. Strategic Reward 29. The practice of reward management PART VI: Employee Relations 30. Strategic Employee Relations 31. The employment relationship 32. The psychological contract 33. The practice of Industrial relations 34. Employee Voice 35. Employee communications PART VII: Employee Wellbeing 36. The practice of employee wellbeing 37. Health and Safety PART VIII: HR Policies, Procedures and Systems 38. HR Policies 39. HR Procedures 40. HR Information Systems PART IX: HR Skills 41. Strategic HRM Skills 42. Business Skills 43. Problem-solving skills 44. Analytical and critical skills 45. Research skills 46. Statistical skills 47. Selection interviewing skills 48. Job, role, competency and skills analysis 49. Learning and development skills 50. Negotiating skills 51. Leading and facilitating change 52. Leadership skills 53. Influencing skills 54. Handing people problems 55. Managing conflict 56. Political skills PART X: HRM Toolkits 57. Strategic HRM 58. Human Capital 59. Organization Design 60. Organization Development 61. Engagement 62. Workforce Planning 63. Talent 64. Planning and delivering learning events 65. Performance 66. Strategic Rewards 67. Total Rewards 68. Job Evaluation 69. Grade and Pay Structure Design 70. Attitude Surveys Acc. No: 24353
3 02. Banking Theory and Practice By K C Shekhar 1. Evaluation of Banking Institutions PART I: COMMERCIAL BANKING THEORY 2. Commercial Banking PART II: CENTRAL BANKING THEORY 3. Central Banking PART III: INDIAN BANKING 4. The Indian Joint-Stock Banks 5. Commercial Banks and Industrial Finance 6. Commercial Banks and Priority Sectors 7. Banking Legislations and Reforms I 8. Banking Legislations and Reforms II 9. Micro Finance 10. Changing Dimensions of Regulatory and Supervisory Framework 11. Factoring Services 12. Merchant Banking 13. Changing Profile of Indian Banking 14. The Foreign Banks 15. The Indigenous Bankers and the Moneylenders 16. Non-Banking Financial Institutions 17. Cooperative Banking 18. The State Bank of India 19. The Reserve Bank of India 20. The Money Market 21. Financial Stability PART IV: FOREIGN BANKING SYSTEMS 22. The English Banking System 23. The American Banking System PART V: FOREIGN EXCHANGE 24. Principles of Foreign Exchange 25. The international Monetary Fund and the International Bank for Reconstruction and Development PART VI: PRACTICAL BANKING 26. Banker and Customer 27. Accountants of Customers 28. Cheques 29. Promissory Notes 30. The Paying Banker 31. The Collecting Banker 32. Customer s Pass Book 33. Loans and Advances I 34. Loans and Advances II Acc. No: E-Business and E-Commerce By Dave Chaffey PART 1 INTRODUCTION Chapter 1 Introduction to E- Business and E- Commerce Chapter 2 E-Commerce Fundamentals Chapter 3 E-Business Infrastructure Chapter 4 E-Environment PART 2 STRATEGY AND APPLICATIONS Chapter 5 E-Business Strategy Chapter 6 Supply Chain Chapter 7 E-Procurement Chapter 8 E-Marketing Chapter 9 Customer Relationship
4 PART 3 IMPLEMENTATION Chapter 10 Change Chapter 11 Analysis and Design Chapter 12 Implementation and Maintenance Acc. No: International Marketing By Philip R Cateora, John L Graham, Prashant Salwan PART I : An Overview Chapter 1 - The Scope and Challenge of International Marketing Chapter 2 - The Dynamic Environment of International Trade PART II Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 : The Cultural Environment of Global Markets - History and Geography: The Foundations of Culture - Cultural Dynamics in Assessing Global Markets - Culture, Style, and Business Systems - The Political Environment: A Critical Concern - The International Legal Environment: Playing By the Rules PART III : Assessing Global Market Opportunities Chapter 8 - Developing a Global Vision through Marketing Research Chapter 9 - Emerging Markets Chapter 10 - Multinational Market Regions and Market Groups PART IV : Developing Global Marketing Strategies Chapter 11 - Global Marketing : Planning and Organization Chapter 12 - Products and Services for Consumers Chapter 13 - Products and Services for Businesses Chapter 14 - International Marketing Channels Chapter 15 - Exporting and Logistics: Special Issues for Business Chapter 16 - Integrated Marketing Communications and International Advertising Chapter 17 - Personal Selling and Sales Chapter 18 - Pricing for International Markets PART V : Implementing Global Marketing Chapter 19 - Negotiating with International Customers, Partners, and Regulators PART VI : Supplementary Material Cases for PART I Cases for PART II Cases for PART III Cases for PART IV Acc. No: Marketing By Philip Kotler and Kevin Lane Keller PART I : Understanding Marketing CHAPTER 1 : Defining Marketing for the 21 st Century CHAPTER 2 : Developing Marketing Strategies and Plans PART II : Capturing Marketing Insights CHAPTER 3 : Collecting Information and Forecasting Demand CHAPTER 4 : Conducting Marketing Research PART III : Connecting with Customers CHAPTER 5 : Creating Long-term Loyalty Relationships CHAPTER 6 : Analysing Consumer Markets CHAPTER 7 : Analysing Business Markets CHAPTER 8 : Identifing Market Segments and Targets PART IV : Building Strong Brands CHAPTER 9 : Creating Brand Equity CHAPTER 10 : Crafting the Brand Positioning CHAPTER 11 : Competitive Dynamics
5 PART V : Shaping the Market Offerings CHAPTER 12 : Setting Product Strategy CHAPTER 13 : Designing and Managing Services CHAPTER 14 : Developing Pricing Strategies and Programs PART VI : Delivering Value CHAPTER 15 : Designing and Managing Integrated Marketing Channels CHAPTER 16 : Managing Retailing, Wholesaling, and Logistics PART VII : Delivering Value CHAPTER 17 : Designing and Managing Integrated Marketing Communications CHAPTER 18 : Managing Mass Communications: Advertising, Sales Promotions, Events and Experiences, and Public Relations CHAPTER 19 : Managing Personal Communications: Direct and Interactive Marketing, Word of Mouth, and Personal Selling PART VIII : Creating Successful Long-term Growth CHAPTER 20 : Introducing New Market Offerings CHAPTER 21 : Tapping into Global Markets CHAPTER 22 : Managing a Holistic Marketing Organization for the Long Run Acc. No: Principles of Risk and Insurance By George E. Rejda PART I : Basic Concepts in Risk and Insurance CHAPTER 1 : Risk in Our Society CHAPTER 2 : Insurance and Risk CHAPTER 3 : Introduction to Risk CHAPTER 4 : Advanced Topics in Risk PART II : The Private Insurance Industry CHAPTER 5 : Types of Insurers and Marketing Systems CHAPTER 6 : Insurance Company Operations CHAPTER 7 : Financial Operations of Insurers CHAPTER 8 : Government Regulation of Insurance PART III : Legal Principles in Risk and Insurance CHAPTER 9 : Fundamental Legal Principles CHAPTER 10 : Analysis of Insurance Contracts PART IV : Life and Health Risks CHAPTER 11 : Life Insurance CHAPTER 12 : Life Insurance Contractual Provisions CHAPTER 13 : Buying Life Insurance CHAPTER 14 : Annuities and Individual Retirement Accounts CHAPTER 15 : Individual Health Insurance Coverages CHAPTER 16 : Employee Benefits: Group Life and Health Insurance CHAPTER 17 : Employee Benefits: Retirement Plans CHAPTER 18 : Social Insurance PART V : Personal Property and Liability Risks CHAPTER 19 : The Liability Risk CHAPTER 20 : Homeowners Insurance, Section I CHAPTER 21 : Homeowners Insurance, Section II CHAPTER 22 : Auto Insurance CHAPTER 23 : Auto Insurance and Society CHAPTER 24 : Other Property and Liability Insurance Coverages PART VI : Commercial Property and Liability Risks CHAPTER 25 : Commercial Property Insurance CHAPTER 26 : Commercial Liability Insurance CHAPTER 27 : Crime Insurance and Surety Bonds Acc. No: 24335
6 07. Project : Planning and Control Techniques By Rory Burke CHAPTER 1 : Introduction to Project CHAPTER 2 : History of Project CHAPTER 3 : Project Life-Cycle CHAPTER 4 : Feasibility Study CHAPTER 5 : Project Selection CHAPTER 6 : Project Estimating CHAPTER 7 : Planning and Control Cycle CHAPTER 8 : Scope CHAPTER 9 : Work Breakdown Structure (WBS) CHAPTER 10 : Critical Path Method (CPM) CHAPTER 11 : Schedule Barchart CHAPTER 12 : Procurement Schedule CHAPTER 13 : Resource Planning CHAPTER 14 : Project accounts CHAPTER 15 : Project Control CHAPTER 16 : Earned Value CHAPTER 17 : Quality CHAPTER 18 : Project Risk CHAPTER 19 : Project Communications CHAPTER 20 : Project Organization Structure CHAPTER 21 : Project Teams CHAPTER 22 : Project Leadership CHAPTER 23 : Project Computing Acc. No: Statistics for By Richard I Levin, David S. Rubin CHAPTER 1 : Introduction CHAPTER 2 : Grouping and Displaying Data to Convey Meaning: Tables and Graphs CHAPTER 3 : Measures of Central Tendency and Dispersion in Frequency Distribution CHAPTER 4 : Probability I: Introductory Ideas CHAPTER 5 : Probability Distributions CHAPTER 6 : Sampling and Sampling Distribution CHAPTER 7 : Estimation CHAPTER 8 : Testing Hypotheses: One-Sample Tests CHAPTER 9 : Testing Hypotheses: Two-Sample Tests CHAPTER 10 : Quality and Quality Control CHAPTER 11 : Chi-Square and Analysis of Variance CHAPTER 12 : Simple Regression and Correlation CHAPTER 13 : Multiple Regression and Modeling CHAPTER 14 : Nonparametric Methods CHAPTER 15 : Time Series and Forecasting CHAPTER 16 : Index Numbers CHAPTER 17 : Decision Theory Acc. No: Supply Chain : Strategy, Planning, and Operation By Sunil Chopra, Peter Meindl PART I : Building a Strategic Framework to Analyze Supply Chains CHAPTER 1 : Understanding the Supply Chain CHAPTER 2 : Supply Chain Performance: Achieving Strategic Fit and Scope CHAPTER 3 : Supply Chain Drivers and Metrics PART II : Designing the Supply Chain Network CHAPTER 4 : Designing Distribution Networks and Applications to Online Sales CHAPTER 5 : Network Design in the Supply Chain CHAPTER 6 : Designing Global Supply Chain Networks
7 PART III : Planning and Coordinating Demand and Supply in a Supply Chain CHAPTER 7 : Demand Forecasting in a Supply Chain CHAPTER 8 : Aggregate Planning in a Supply Chain CHAPTER 9 : Sales and Operations Planning: Planning Supply and Demand in a Supply Chain CHAPTER 10 : Coordination in a Supply Chain PART IV : Planning and Managing Inventories in a Supply Chain CHAPTER 11 : Managing Economies of Scale in a Supply Chain: Cycle Inventory CHAPTER 12 : Managing Uncertainty in a Supply Chain: Safety Inventory CHAPTER 13 : Determining the Optimal Level of Product Availability PART IV : Designing and Planning Transportation Networks CHAPTER 14 : Transportation in a Supply Chain CHAPTER 15 : Sourcing Decisions in a Supply Chain CHAPTER 16 : Pricing and Revenue in a Supply Chain CHAPTER 17 : Information Technology in a Supply Chain CHAPTER 18 : Sustainability and the Supply Chain Acc. No: The Lean Startup By Eric Ries This book is divided into three parts: Vision Steer, and Accelerate. Vision makes the case for a new discipline of entrepreneurial management. I identify who is an entrepreneur, define a startup, and articulate a new way for startups to gauge if they are making progress, called validated learning. To achieve that learning, we ll see that startups-in a garage or inside an enterprise, can use scientific experimentation to discover how to build a sustainable business. Steer dives into the Lean Startup method in detail, showing one major turn through the core Build- Measure-Learn feedback loop. Beginning with leap-of-faith assumptions that cry out for rigorous testing, you ll learn how to build a minimum viable product to test those assumptions, a new accounting system for evaluating whether you re making progress, and a method for deciding whether to pivot (changing course with one foot anchored to the ground) or persevere. In Accelerate we ll explore techniques that enable Lean Startups to speed through the Build-Measure- Learn feedback loop as quickly as possible, even as they scale. We ll explore lean manufacturing concepts that are applicable to startups, too, such as the power of small batches. We ll also discuss organizational design, how products grow, and how to apply Lean Startup principles beyond the proverbial garage, even inside the world s largest companies. Acc. No: 24369, 24370
UNIVERSITY GRANTS COMMISSION NET BUREAU
UNIVERSITY GRANTS COMMISSION NET BUREAU NET SYLLABUS Subject : Management Code No. : 17 Unit I Management Concept, Process, Theories and Approaches, Management Roles and Skills Functions Planning, Organizing,
International Marketing (IM) 1. Core Course
International Marketing (IM) 1. Core Course IC101001 Principles of Management Overview of management, management functions pertinent to the process of strategic management and planning, decision making,
EMBA COURSES Student Learning Outcomes 1
EMBA COURSES Student Learning Outcomes 1 BA 601: Organizational Behavior for Executives At the end of this course, students should be able to: Apply knowledge of how to effectively analyze, manage and
BUSINESS ADMINISTRATION (Non-EMBA) COURSES Student Learning Outcomes 1
BUSINESS ADMINISTRATION (Non-EMBA) COURSES Student Learning Outcomes 1 BA 100: Exploration of Business 1. Explain the culture of higher education. 2. Undertake critical examination and self-reflection
NIZAM COLLEGE DEPARTMENT OF BUSINESS MANAGEMENT BBA - COURSE OUTCOME CBCS FIRST SEMESTER
NIZAM COLLEGE DEPARTMENT OF BUSINESS MANAGEMENT BBA - COURSE OUTCOME CBCS FIRST SEMESTER Subject: Business Organization and Management 1. To understand the nature and purpose of different types of organization.
MBA (Executive) Proposed Programme Structure
Opportunities to earn dual specializations (Major and Minor) Semester I Title of the Courses Credits Generic Core Courses Economics for Managers 3 Marketing 3 Human Resource 3 of Operations Accounting
SCHOOL OF DISTANCE EDUCATION :: ANDHRA UNIVERSITY 2-YEAR MBA I YEAR ASSIGNMENTS FOR THE ACADEMIC YEAR
Paper I: MANAGEMENT PROCESS AND BEHAVIOUR 1. a) Differences between leaders and managers b) Corporate Governance 2. a) Planning Premises b) Decision Tree Analysis 3. a) Theory X, Theory Y and Theory Z
College of Business Administration
Executive Master in Business Administration Program (EMBA) Master of Business Administration (MBA) 1. Introduction: The UOS EMBA program has been designed to deliver high quality management education to
BMS Course Structure:
BMS Course Structure: Semester I Foundation of Human Skills Understanding Human Nature Concept Of Intelligence Effective Thinking Individual Interaction and Skills Introduction to Financial Accounts Meaning
Contents List of figures xxv List of tables xxvii List of exhibits xxix Preface xxxiii Part I The practice of human resource management 1 01 The essence of human resource management (HRM) 3 Introduction
THE AGILE MBA SUBJECT GUIDE. THE AIB AGILE MBA Version 3.0
THE AGILE MBA SUBJECT GUIDE THE AIB AGILE MBA Version 3.0 SUBJECTS AND FOCUS AREAS COMPLETE ALL 7 CORE SUBJECTS Corporate Governance Financial Management Leadership Marketing Management Operations Management
SCHOOL OF DISTANCE EDUCATION :: ANDHRA UNIVERSITY 2-YEAR MBA I YEAR ASSIGNMENTS FOR THE ACADEMIC YEAR
MANAGEMENT PROCESS AND BEHAVIOUR 1. a) Strategies for resolving intra-personal conflicts b) Business Ethics 2. a) Features of Organisational Culture b) Psychological Analysis of Behaviour and attitudes
Bachelor of Science in Business Administration
Bachelor of Science in Business Administration Course # Course Name Course Description & Objectives Core Course Economics terms, concepts, theories, models and practice. Money and banking, price changes,
SCHOOL OF DISTANCE EDUCATION :: ANDHRA UNIVERSITY 2-YEAR MBA II YEAR ASSIGNMENTS FOR THE ACADEMIC YEAR
BUSINESS POLICY AND STRATEGIC MANAGEMENT 1. a) Objectives of Business Policy b) Business Ethics 2. a) SWOT Analysis b) The 7 S Framework in Strategic Management 3. a) Value Chain Analysis b) Turnaround
Master of Business Administration Course Descriptions
Master of Business Administration Course Descriptions CORE COURSES MBAB 5P01 Accounting for Decision-Making I The functional basics of accounting for management and business decisions. Data collection,
FACULTY OF BUSINESS AND ACCOUNTANCY
FACULTY OF BUSINESS AND ACCOUNTANCY List of Courses Offered for University of Malaya Student Exchange (UMSEP) for 2018/2019 Academic Session No. Course Code Topic Pre- Requisite Credit Course Offered Semester
Chapter 14 Developing Pricing Strategies and Programs 431. Understanding Pricing 432
Managing Service Brands 421 Differentiating Services 422 Developing Brand Strategies for Services 423 Managing Product Support Services 424 Identifying and Satisfying Customer Needs 425 Postsale Service
201 Business Statistics & Research Methodology
MBA (CC) Part-I (Semester-II) 1 201 Business Statistics & Research Methodology The objective of this course is to have a general understanding of Research Methodology and Statistics as applicable to Business
Week Marking Period 1. Week Marking Period 3
Week Marking Period 1 Week Marking Period 3 1 What Is Managing and What Are Management Responsibilities 2 What Is Managing and What Are Management Responsibilities 3 What Is the Importance of Planning
SCHOOL OF DISTANCE EDUCATION :: ANDHRA UNIVERSITY. Paper I: MANAGEMENT PROCESS AND BEHAVIOUR
Paper I: MANAGEMENT PROCESS AND BEHAVIOUR 1. a) Corporate Governance b) Differences between leaders and managers 2. a) Decision Tree Analysis b) Planning Premises 3. a) Leadership Styles b) Theory X, Theory
MARKETING AND SUPPLY CHAIN MANAGEMENT
MSC Marketing and Supply Chain MARKETING AND SUPPLY CHAIN MANAGEMENT MSC Department of Marketing and Supply Chain The Eli Broad College of Business and The Eli Broad Graduate School of 293 Cooperative
MARKETING AND SUPPLY CHAIN MANAGEMENT
MSC Marketing and Supply Chain MARKETING AND SUPPLY CHAIN MANAGEMENT MSC Department of Marketing and Supply Chain The Eli Broad College of Business and The Eli Broad Graduate School of 293 Cooperative
Courses offered for Postgraduate Program in AEM
Courses offered for Postgraduate Program in AEM Course No Course Title Credit Hours AEM 6102 Quality Management Techniques 3 AEM 6111 Business Statistics 3 AEM 6112 Quantitative Analysis 3 AEM 6113 Business
Al Ain University of Science and Technology College of Business Bachelor of Business Administration Program Brief Course Descriptions
Al Ain University of Science and Technology College of Business Bachelor of Business Administration Program Brief Course Descriptions Course Title & Code Introduction to Time 0501100 Leadership and Teamwork
Master of Business Administration Program in the Faculty of Business Administration and Economics
Master of Business Administration Program in the Faculty of Business Administration and Economics The Faculty of Business Administration and Economics at Haigazian University offers a degree program leading
Post Graduate Certificate in Management (PGCM)- Retail Management
Post Graduate Certificate in Management (PGCM)- Retail Management Programme Structure Module 1 GM11 - Management Function & Organisational Behaviour RM01 - Fundamentals of Retailing RM02 - Essentials of
High Correlation 3 Moderate correlation 2 Low Correlation 1 PROGRAM EDUCATIONAL OBJECTIVES ( )
High Correlation 3 Moderate correlation 2 Low Correlation 1 PROGRAM EDUCATIONAL OBJECTIVES (2017-19) COURSE OUTCOMES Perspective Management ( C ) Develop multiple perspectives that impact business and
Subject: MANAGEMENT Paper - II M.B.A Syllabus
Subject: MANAGEMENT Paper - II M.B.A Syllabus PART-A Unit-I: Business Behaviour & Decisions Demand Analysis,Production Function, Cost-output relations, Market structures, Pricing theories, Macro-Economics,
GCSE BUSINESS (8132) Specification For teaching from September 2017 onwards For exams in 2019 onwards. Version August 2016
GCSE BUSINESS (8132) Specification For teaching from September 2017 onwards For exams in 2019 onwards Version 1.0 19 August 2016 2 Specification at a glance This qualification is linear. Linear means that
Post Graduate Certificate in Management (PGDM)- Marketing
Post Graduate Certificate in Management (PGDM)- Marketing Programme Structure Module 1 MM01 - Marketing Management MM07 - Consumer Behavior MM02 - Sales and Distribution Management MM03 - Advertising &
Chapter 1 THE CONCEPT OF BUSINESS IN CONTEXT LEARNING OBJECTIVES At the end of this chapter you should be able to: Define and illustrate business as
Chapter 1 THE CONCEPT OF BUSINESS IN CONTEXT Define and illustrate business as a broadly-based and varied activity. Identify and illustrate the key activities of business and the relationships between
Nagindas Khandwala College AUTONOMOUS
Nagindas Khandwala College AUTONOMOUS Courses of Bachelor of Commerce (B. Com.) Programme For T. Y. B.Com Subject: Marketing & Human Resource Management (MHRM) Marketing- Semester - V Human Resource Management-
SCHOOL OF DISTANCE EDUCATION :: ANDHRA UNIVERSITY 3-YEAR MBA III YEAR ASSIGNMENTS FOR THE ACADEMIC YEAR
BUSINESS POLICY AND STRATEGIC MANAGEMENT [Common to MBA (Finance), MBA (HRM), MBA (Marketing)] 1. a) Distinguish between Mission and objectives b) Difference between Policy and Strategy 2. a) The 7 S Framework
Lean Analytics Overview Webinar
Lean Analytics Overview Webinar Topics Set the stage: What is Lean Startup? So What s Lean Analytics? Lean Analytics Concepts Innovation Accounting Metrics 2 Lean Concepts Relentlessly eliminate anything
STUDY SUBJECTS TAUGHT IN ENGLISH FOR EXCHANGE STUDENTS SPRING SEMESTER 2017/2018
STUDY SUBJECTS TAUGHT IN ENGLISH FOR EXCHANGE STUDENTS SPRING SEMESTER 2017/2018 1-3 YEAR Study programme: INTERNATIONAL BUSINESS Credits Description of study subject (ECTS) Subject International Business
Orientation Trim I Trim II Trim III
Case Analy sis Programme Preparation Commu nicatio n Perspe ctive Using Softw are Master of Business Management (MBA) SVKM S NMIMS School of Business Management First Year (2017-2018) : Building Integrated
INTRODUCTION. Learning Outcomes
INTRODUCTION The SBP Entrepreneurship course provides schools, colleges, and study centres with a highly flexible programme that can be delivered via full-time, part-time, and distance learning. This advanced
COURSE MODULES LEVEL 1.1
COURSE MODULES LEVEL 1.1 Business Communication 1 This module introduces both written and spoken communication skills to students to build their confidence in delivering clear and logical messages to their
PART-II. Syllabus (Section-A & B)
PART-II M.Phil/Ph.D. Entrance Examination (Management), 2019 Syllabus (Section-A & B) The test will have section-a and section-b and would deal with questions of 100 marks from the syllabus given below.
MODULE III Sociological influence on consumer decision making: Cultural & sub cultural influence, social class & reference group influence of family
MBAE351 CONSUMER BEHAVIOUR Course Objective The course deals with the behavioral aspects of marketing management. It explains how the markets, consumers behave under circumstances and how the cultural,
MODULE III Sociological influence on consumer decision making: Cultural & sub cultural influence, social class & reference group influence of family
MBAE351 CONSUMER BEHAVIOUR Course Objective The course deals with the behavioral aspects of marketing management. It explains how the markets, consumers behave under circumstances and how the cultural,
Strategy and General Management
Syllabus Strategy and General Management Managerial Economics Demand Analysis Production Function Cost Output Relations Market Structures Pricing Theories Advertising Macro Economics National Income Concepts
GUIDE TO EMPLOYEE ENGAGEMENT
the essential GUIDE TO EMPLOYEE ENGAGEMENT Better business performance through staff satisfaction Sarah Cook KOGAN PAGE London and Philadelphia Contents Preface ix 1. What is employee engagement? 1 What
Program and Course Outcome
Program and Course Outcome Sr. Course No. 1 Compulsory Subjects: 1. Financial Accounting: 2. Business Economics (Micro): Optional Subjects: Group A 1. Business Mathematics and Statistics: 2. Banking &
Talent Community of Expertise
Future-State HR Service Delivery Model Operating Model Design IMPACT CoE HR Leadership Communications Change Management Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Management
JEFFERSON COLLEGE COURSE SYLLABUS
JEFFERSON COLLEGE COURSE SYLLABUS MGT150 MARKETING 3 Credit Hours Prepared by: Cindy M. Rossi March 26, 2012 BUSINESS DIVISION Elizabeth Check, Dean Mary Beth Ottinger, Division Chair MGT150 - MARKETING
Human Resource Management (HRM)
Human Resource Management (HRM) 1 Human Resource Management (HRM) Courses HRM 5051. Human Resources Management Strategies. 3 Credit Hours. The effective management of HR practices has an enormous effect
Dedication / About The Author... v Author s acknowledgements...vi About This Book... vii
Contents viii Dedication / About The Author.......................................................................... v Author s acknowledgements...vi About This Book... vii 1.1 Introduction to business
According to Project Management Institute (PMI), Project can be defined as a temporary endeavor undertaken to accomplish a unique objective at goal.
Meaning of Project: A project may be called upon as a task or activity which has a definite beginning and a definite end, comprises of separate and inter- related activities for which resources are required
Call for Papers. International Research Conference on Business, Economics and Social Sciences, IRC-2018.
Call for Papers International Research Conference on Business, Economics and Social Sciences, IRC-2018. The International Research Conference on Business, Economics and Social Sciences, IRC-2018 encourages
HR certification: basic course
HR certification: basic course What makes the program unique: It is a modular program covering all major areas of the integrated talent There are trainings for different levels of HR professionals (basic
Master of Business Administration (General)
MBA 510 Financial Accounting Cr Hr: 3 Prerequisite: MBA 511 Grad Scheme: Letter At the end of this course, students will be able to read, analyse and interpret financial data, appreciate the financial
Director, Wholesale Partnerships (India)
Director, Wholesale Partnerships (India) Location: Delhi NCR (Noida), India Are you a change maker who wants to play a pivotal role in restoring vision for millions of people in low income settings across
SYLLABUS FOR PhD ENTRANCE EXAMINATION SCHOOL OF MANAGEMENT STUDIES
SYLLABUS FOR PhD ENTRANCE EXAMINATION -2017 SCHOOL OF MANAGEMENT STUDIES PART A Marks 50 Unit-I Introduction to Business Administration Managerial Economics-Demand analysis-production Functions-Cost-output
No Code Course Title Course Descriptions Prerequisite*
1 AC201 Fundamental Accounting The basic principles, concepts, and procedures for collecting and recording accounting information; preparation and analysis of financial reports; accounting Cycle; accounting
BAA Level 4 Extended Diploma in Business Management 120 Credits
BAA Level 4 Extended Diploma in Business Management 120 Credits Level 4 Extended Diploma in Business This qualification will give learners a thorough grounding in Business and is ideal for learners who
GACE Business Education Assessment Test at a Glance
GACE Business Education Assessment Test at a Glance Updated May 2017 See the GACE Business Education Assessment Study Companion for practice questions and preparation resources. Assessment Name Business
Business Course Descriptions
Business Course Descriptions AHSS 1000 Microeconomics Microeconomics introduces students to the ideas of how society and individuals use limited resources to meet their needs. It focuses on the individual
Adventist University of the Philippines
Adventist University of the Philippines BUSINESS ADMINISTRATION DEPARTMENT COURSE DESCRIPTIONS (Enhanced Curriculum 2014) BABM 111 FUNDAMENTALS OF BUSINESS ORGANIZATION AND MANAGEMENT. This course aims
Centre for Management Studies. NBA - Course Outcomes. Subjects I semester. Economics for Managers
Centre for Management Studies NBA - Course Outcomes Subjects I semester Economics for Managers 1. Summarize major concepts frequently used by the manager 2. Compare various optimizing theories with behavioural
Course Descriptions for MEM and GCEM Programs
Course Descriptions for MEM and GCEM Programs Foundation Courses MEM 501 Fundamentals of Probability and Statistics for Engineers This course develops a thorough understanding of the methods of probability
SCHOOL OF DISTANCE EDUCATION :: ANDHRA UNIVERSITY 2-YEAR Executive MBA II YEAR ASSIGNMENTS FOR THE ACADEMIC YEAR
BUSINESS POLICY AND STRATEGIC MANAGEMENT [Common to MBA (Finance), MBA (HRM), MBA (Marketing)] 1. a) Distinguish between Mission and objectives b) Difference between Policy and Strategy 2. a) The 7 S Framework
Syllabus for Direct Recruitment in West Bengal Audit & Account Service
Syllabus for Direct Recruitment in West Bengal Audit & Account Service West Bengal Audit & Account Service Examination will be held in two successive stage, viz., (i) Preliminary Examination (Objective
The College of Business and Technology DEPARTMENT OF MARKETING & FINANCE
The College of Business and Technology DEPARTMENT OF MARKETING & FINANCE Head of the Department: Associate Professor Duggal Professors: Budden, Cudd, Lipscomb, Tate Associate Professors: McKay, O'Hara,
l= % 2017&18 UNIT-2 Fundamental economic concepts-incremental principle, opportunity cost principle, discounting principle. Equi-marginal principle.
M.Com Sem I PAPER-I MANAGERIAL ECONOMICS M.M. 80+20 OBJECTIVE: This course develops managerial, perspective to economic fundamentals as aids to decision making under given environmental constraints. :
MBA I Year Curriculum Applicable w.e.f. AY MBA II Year Curriculum Applicable w.e.f. AY
Savitribai Phule Pune Revised Syllabus Master of Business Administration (MBA) Choice Based Credit System and Grading System Two Year Full Time Four Semester POST GRADUATE PROGRAMME MBA I Year Curriculum
MODERN OFFICE PRACTICE
MODERN OFFICE PRACTICE UNIT 1: ACCOUNTS & FINANCE Basic Accounting concepts Capital & Revenue Financial statements - Preparation of final Accounts Schedule VI Part I & Part II. Partnership Accounts - Admission,
CURRICULUM Master in Business Administration
PROGRAM DESCRIPTION The MBA program has been designed to provide the student with a knowledge of the principles that are fundamental to the operation of all business organizations, as well as advanced
MANAGEMENT SYLLABUS. [Including Business Admn. Mgt./Marketing/Marketing Mgt. /Industrial Relations and Personnel Mgt., etc.]
![MANAGEMENT SYLLABUS. [Including Business Admn. Mgt./Marketing/Marketing Mgt. /Industrial Relations and Personnel Mgt., etc.]](/thumbs/78/77911541.jpg "MANAGEMENT SYLLABUS. [Including Business Admn. Mgt./Marketing/Marketing Mgt. /Industrial Relations and Personnel Mgt., etc.]")
MANAGEMENT SYLLABUS [Including Business Admn. Mgt./Marketing/Marketing Mgt. /Industrial Relations and Personnel Mgt., etc.] Managerial Economics-Demand Analysis, Production Function, Cost-output relations,
MBA Core Curriculum Course Descriptions
MBA Core Curriculum Course Descriptions PMBA 6310 - Managerial Accounting and Control Systems This course starts by introducing non-accountant managers to the accounting framework, classifications of assets,
AS and A Level Business
AS and A Level Business SPECIFICATION MAPPING Staying with or switching to Pearson Edexcel Business Switching to Pearson Edexcel Business from AQA and OCR Contents Introduction 2 Changes to content 2 Changes
Risky Business. What a Startupper should know to survive in an uncertainty world. By Massimiliano Salerno
Risky Business What a Startupper should know to survive in an uncertainty world By Massimiliano Salerno Who am I? An entrepreneur A manager Cluster Manager of the Tuscany Life Sciences Cluster Manager
Syllabus of Ph.D. Entrance Examination 2015 FACULTY OF COMMERCE AND MANAGEMENT 26. COMMERCE
Syllabus of Ph.D. Entrance Examination 2015 FACULTY OF COMMERCE AND MANAGEMENT 26. COMMERCE 1. Business Environment: Meaning and Elements of Business Environment. Economic environment, Economic Policies,
TExES Business and Finance 6 12 (276) Test at a Glance
TExES Business and Finance 6 12 (276) Test at a Glance See the test preparation manual for complete information about the test along with sample questions, study tips and preparation resources. Test Name
Marketing. ACC 201 Introduction to Financial Accounting. SLO 1 SLO 2 SLO 3 SLO 4 SLO 5 x x x x x x x x x x x x
Marketing ACC 201 Introduction to Financial Accounting Eplain the purpose and give eamples of the uses of basic financial statements of a business entity Define assets, liabilities, and owner s equity,
Better Business. Mary Anne Poatsy Kendall Martin PEARSON EDUCATIONAL INTERNATIONAL
Better Business Mary Anne Poatsy Kendall Martin PEARSON EDUCATIONAL INTERNATIONAL ^Contents Visual Walk-Through xx Prologue P-l PART 1 Looking at the Business Environment 2 Economics and Banking Economics
Assignment Question Paper I. Assignment Question Paper II
Subject: PRINCIPLES OF MANAGEMENT AND ORGANISATION BEHAVIOUR MAximumMarks:30 Q1. Discuss in brief the nature & process of management for and against the universality of the management concept? Q2. What
Corporate Finance Institute. Course Catalogue
Corporate Finance Institute Course Catalogue Table of Contents Level 1 Courses Math for Corporate Finance Financial Modeling Fundamentals Financial Analysis Fundamentals 3 4 5 Level 2 Courses Level 3 Courses
Business Administration
The Department offers a variety of courses in business which allows a student to comply with the lower-division requirements for transfer to university level programs. Courses are also offered which allow
Master of Business Administration
Master of Business Administration OBJECTIVE OF THE MBA PROGRAM The Master of Business Administration (MBA) program provides students with advanced preparation in management, enabling them to participate
BSc (Hons) Management (Minor: Business Informatics) LME432
BSc (Hons) Management (Minor: Business Informatics) LME42 1. Objectives The Programme is intended for persons willing to embark on a career in management within an e- Environment. The main objectives are
PH.D. ENTRANCE EXAMINATION SYLLABUS AND EXAMINATION PATTERN Max. Marks 100
SYLLABI OF ENTRANCE EXAMINATION FOR ADMISSION IN PH.D. PROGRAMME IN COMMERCE Max Marks: 100 Note: There will be 100 Multiple Choice Questions of One Mark each from all the Four Units i.e. 25 Questions
M. Pharm. (Pharmaceutical Management and Administration)
M. Pharm. (Pharmaceutical Management and Administration) Second Semester Note: Each question Paper will contain seven questions and the candidates are required to attempt any Paper (MPH 201): Management
UNIVERSITY OF MUMBAI
AC. 6.6.2012 Item No.4.109 UNIVERSITY OF MUMBAI Revised Syllabus for the MHRDM Program: MHRDM Course: MHRDM Second Year (Semester II) & Third Year (Semester I &II) (Part Time) (As per Credit Based Semester
MBA Curriculum Program Schedule
MBA Curriculum Program Schedule Click on Course Title to see Course Description Accounting ACCT 600 1 st Semester Finance FIN 620 Leadership & Ethics BUAD 625 Information Technology & Supply Chain INSS
ST.JOSEPH S COLLEGE OF COMMERCE (AUTONOMOUS) DEPARTMENT OF COMMERCE
ST.JOSEPH S COLLEGE OF COMMERCE (AUTONOMOUS) DEPARTMENT OF COMMERCE TEACHING LESSON PLAN FOR MARKETING MANAGEMENT B.Com Prof 5th Semester (June 07 to September 08) Subject Objective: To help to understand
VIRTUAL ENTERPRISE / ECONOMICS
= Laboratory/Shop/Community Classroom CBEDS TITLE: GENERAL OFFICE OUPATIONS CBEDS NO: 4613 HOURS: Total 360 Classroom 300 Laboratory/Pre-clinical 60 /CVE 0 DATE: January 7, 2009 JOB TITLE: O-NET CODES:
MBA Syllabus MBA 1.1 MANAGEMENT FUNCTIONS AND BEHAVIOUR
MBA Syllabus MBA 1.1 MANAGEMENT FUNCTIONS AND BEHAVIOUR I ROLE OF A MANAGER 1 Task of a Professional Manager 2 Responsibilities of a Professional Manager 3 Management Systems and Processes 4 Managerial
THE LEAN STARTUP by Eric Ries [BOOK SUMMARY]
![THE LEAN STARTUP by Eric Ries [BOOK SUMMARY]](/thumbs/89/99830243.jpg "THE LEAN STARTUP by Eric Ries [BOOK SUMMARY]")
THE LEAN STARTUP by Eric Ries [BOOK SUMMARY] This book is organised into three key parts. In Vision the book defines what an entrepreneur and startup actually are and articulates a new way for startups
OHIO ASSESSMENTS FOR EDUCATORS (OAE) FIELD 008: BUSINESS EDUCATION
OHIO ASSESSMENTS FOR EDUCATORS (OAE) FIELD 008: BUSINESS EDUCATION June 2013 Content Domain Range of Competencies Approximate Percentage of Assessment Score I. Business Management, Law, and Ethics 0001
Knowledge Areas According to the PMBOK edition 5. Chapter 4 - Integration
Knowledge Areas According to the PMBOK edition 5 Chapter 4 - Integration 4.1 - Develop Project Charter Process Project statement of work Expert Judgment Project charter Business case Facilitation techniques
Subject Code : D-402 Subject : Innovation and Technology Management Attempt any TWO assignment from the following
Programme : Masters of Business Administration MBA (2013 course, 2 Year MBA) Semester : IV Subject Code : D-401 Subject : Entrepreneurship Development Define concept of Entrepreneur with its factors and
Elective Part -- Business Management Module 3(a) Financial Management
Suggested Revised BAFS Curriculum Draft as at 30 January 2013 Elective Part -- Business Management Module 3(a) Financial Management Topic Financial Analysis Explanatory Notes (original 2007) Explain the
MBA (International Student Pathway) Course Descriptions
MBA (International Student Pathway) Course Descriptions CORE COURSES MBAB 5P01 Accounting for Decision-Making I The functional basics of accounting for management and business decisions. Data collection,
Stan Ross Department of Accountancy: Learning Goals. The department s general goals are stated in its mission:
General Learning Goals Stan Ross Department of Accountancy: Learning Goals The department s general goals are stated in its mission: The mission of Baruch s Stan Ross Department of Accountancy is to help
Course Syllabus For Marketing and International Trade Department
For Marketing and International Trade Department School Year First Year Third year Third year Third year Name of course Introduction to marketing Marketing Management International commerce Negotiation
JEFFERSON COLLEGE COURSE SYLLABUS BUS 101 INTRODUCTION TO BUSINESS. 3 Credit Hours. Prepared by: Mary E. Baricevic January 7, 2014
JEFFERSON COLLEGE COURSE SYLLABUS BUS 101 INTRODUCTION TO BUSINESS 3 Credit Hours Prepared by: Mary E. Baricevic January 7, 2014 Ms. Linda Abernathy, Math, Science and Business Division Chair Ms. Shirley
DOWNLOAD PDF SUPPLY CHAIN MANAGEMENT MEINDL AND CHOPRA 5TH EDITION 2013
Chapter 1 : Supply Chain Management: Strategy, Planning, and Operation â Northwestern Scholars Supply Chain Management illustrates the key drivers of good supply chain management in order to help students
Required Courses ACCT 710 Managerial Accounting for Decision Making and Control FIN 750 Financial Management ECON 708 Managerial Economics
Required Courses ACCT 710 Managerial Accounting for Decision Making and Control This course focuses on the role of management accounting in planning, controlling, evaluating performance and decision-making.
SRI CHANDRASEKHARENDRA SARASWATHI VISWA MAHAVIDYALAYA
SRI CHANDRASEKHARENDRA SARASWATHI VISWA MAHAVIDYALAYA (Declared as Deemed-to-be University under section 3 of the UGC Act, 1956 vide notification No.F.9.9/92-U.3 dated 26 th May 1993 of the Govt. of India)