CUET UG Business Studies Syllabus

Business Studies syllabus — full chapter and topic list

Expand any chapter to see its topics and sub-topics. This is the whole examinable outline for Business Studies in CUET UG, not a summary of it.

1. 1

   Principles and Functions of Management

   4 topics

   • Nature and Significance of Management
     • Management as art, science and profession
     • Levels and functions of management
   • Principles of Management
     • Fayol's principles
     • Taylor's scientific management
   • Business Environment
     • Dimensions of business environment
     • Economic environment and demonetisation
   • Functions of Management
     • Planning and organising
     • Staffing and directing
     • Controlling
2. 2

   Business Finance and Marketing

   4 topics

   • Financial Management
     • Capital structure and financial decisions
     • Working capital
   • Financial Markets
     • Money market and capital market
     • Stock exchange and SEBI
   • Marketing Management
     • Marketing mix (4 Ps)
     • Branding, labelling and packaging
   • Consumer Protection
     • Consumer rights and responsibilities
     • Redressal mechanism
3. 3

   Foundations of Business

   4 topics

   • Nature and Purpose of Business
     • Business, profession and employment
     • Business risk
   • Forms of Business Organisations
     • Sole proprietorship and partnership
     • Company and cooperative society
   • Sources of Business Finance
     • Owners' and borrowed funds
     • Sources of raising finance
   • Internal Trade and Emerging Modes
     • Wholesale and retail trade
     • e-Business and outsourcing

Business Studies flashcards for CUET UG

25 of 82 cards from the Business Studies deck — real questions with worked answers.

1. Define management.

   Management is the process of getting things done with the aim of achieving organisational goals effectively (completing tasks on time) and efficiently (with minimum cost/resources).

2. Distinguish between effectiveness and efficiency in management.

   Effectiveness means completing the task and achieving the goal on time; efficiency means achieving the goal with the least cost and resources. Good management balances both.

3. Name the three levels of management.

   Top level (e.g., CEO, board, MD), Middle level (e.g., departmental/divisional heads), and Operational/Supervisory level (e.g., foremen, supervisors).

4. List the characteristics/features of management.

   Goal-oriented, all-pervasive, multidimensional, a continuous process, a group activity, dynamic, and an intangible force.

5. What are the three aspects of the 'multidimensional' nature of management?

   Management of work, management of people, and management of operations.

6. State the functions of management.

   Planning, Organising, Staffing, Directing, and Controlling.

7. Why is management considered both a science and an art, i.e. a profession?

   It has science elements (systematised body of knowledge, principles), art elements (personalised application, creativity, practice), and profession features—though it lacks a universal restriction on entry and a statutory code, so it is an evolving profession.

8. What is coordination and why is it called the 'essence of management'?

   Coordination is the orderly synchronisation of group efforts to achieve unity of action. It is the essence of management because it is implicit in and runs through every management function, not a separate function.

9. List the features of coordination.

   It integrates group efforts, ensures unity of action, is a continuous process, a pervasive function, the responsibility of all managers, and a deliberate function.

10. What is a principle of management?

    A general guideline for managerial decision-making and behaviour—a broad, flexible statement of cause-and-effect relationship that aids managerial action.

11. List the nature/features of management principles.

    Universal applicability, formed by practice and experimentation, flexible, mainly behavioural, cause-and-effect relationships, and contingent (depend on the situation).

12. Who is regarded as the 'Father of General Management' and who as the 'Father of Scientific Management'?

    Henri Fayol is the Father of General Management; F.W. Taylor is the Father of Scientific Management.

13. Name Fayol's 14 principles of management.

    Division of work, Authority and responsibility, Discipline, Unity of command, Unity of direction, Subordination of individual to general interest, Remuneration, Centralisation and decentralisation, Scalar chain, Order, Equity, Stability of personnel, Initiative, and Esprit de corps.

14. What is the 'Gang Plank' in Fayol's scalar chain principle?

    A shortcut in the chain of authority allowing two employees at the same level to communicate directly in emergencies, without following the full scalar chain, provided superiors are informed.

15. State Taylor's principles of scientific management.

    Science not rule of thumb; Harmony not discord; Cooperation not individualism; and Development of each person to their greatest efficiency and prosperity.

16. Name the techniques of scientific management given by Taylor.

    Functional foremanship, Standardisation and simplification of work, Method study, Motion study, Time study, Fatigue study, and Differential piece wage system.

17. What is functional foremanship and how many specialists does it propose?

    A technique separating planning from execution, proposing 8 specialists: 4 in the planning department (route clerk, instruction card clerk, time-and-cost clerk, disciplinarian) and 4 on the shop floor (speed boss, gang boss, repair boss, inspector).

18. Define business environment.

    The sum total of all individuals, institutions and other forces outside the control of a business enterprise that may affect its performance.

19. List the features of business environment.

    Totality of external forces, specific and general forces, interrelatedness, dynamic nature, uncertainty, complexity, and relativity (differs across regions).

20. Name the dimensions of business environment.

    Economic, Social, Technological, Political, and Legal environment.

21. List the major effects of liberalisation, privatisation and globalisation (1991 New Economic Policy) on Indian business.

    Increasing competition, more demanding customers, rapidly changing technology, need for change, need for developing human resources, market orientation, and loss of budgetary support to the public sector.

22. Define planning and state its importance.

    Planning is deciding in advance what to do and how to do it—setting objectives and developing courses of action. It provides direction, reduces risk of uncertainty, reduces overlapping activities, promotes innovation, facilitates decision-making, and establishes standards for controlling.

23. List the steps in the planning process.

    Setting objectives, developing premises, identifying alternatives, evaluating alternatives, selecting an alternative, implementing the plan, and follow-up action.

24. Differentiate between a policy, a procedure and a rule.

    A policy is a general guideline for decision-making; a procedure is a defined sequence of steps to perform an activity; a rule is a specific statement of what must or must not be done, allowing no discretion.

25. Define organising and list the steps in the organising process.

    Organising is identifying and grouping activities, assigning duties, and establishing authority relationships. Steps: identification and division of work, departmentalisation, assignment of duties, and establishing reporting relationships.

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