Bachelor of Business Studies (BBS)
The objective of the BBS programme at the FOM is to develop students into competent managers for any sector of organized activity. The programme is based on the principle that graduates will spend a major portion of their life in a constantly changing environment. Therefore, the student should have an opportunity to obtain a broad knowledge of the concepts and reality based skills underlying the operation and management of organizations.
Upon graduation, students should be equipped to function as a manager in business, industry and government.
The graduate should also have a variety of career opportunities in different sectors of business including entrepreneurship and create much needed jobs for others.
The BBS programme specially attempts to:
1. Equip the students with the required conceptual knowledge of business and administration to develop a general management perspective in them.
2. Develop required attitudes, abilities and practical skill in students, which constitute a foundation for their growth into competent and responsible business managers.
3. Encourage entrepreneurial capabilities in students to make them effective change agents in the Nepalese society.
4. Develop necessary foundation for higher studies in management and thereafter take up careers in teaching, research and consultancy.
The FOM recognizes the need for both breadth and depth in the total academic pattern.
Therefore, the curriculum for BBS degree comprises four separate and distinct course components:
1. A strong foundation allied areas of business such as language, economic analysis, legal environment and quantitative method to prepare graduates to understand, analyze and comprehend the management concepts, theories and practices.
2. Core business studies encompassing and integrating all functional areas to provide graduates with and appreciation of the diversity and inter-relationship of business and management issues.
3. The opportunity to concentrate in one area of specialization such as accounting, finance, human resources management and marketing in order to provide graduates with some degree of functional expertise.
The Second Year Programme
The purpose of the second year programme is to provide basic concepts, tools and understanding of the foundation and core courses.
The foundations courses are required to develop understand business practices.
The core courses provide essentials of learning which are basic in the broad area of business studies.
The second-year programme is therefore organized into the following core and compulsory courses:
Second Year (500)
MGT 205: Business Communication 100
MGT 209: Macroeconomics for Business 100
MGT 212: Cost and Management Accounting 100
MGT 223: Organizational Behavior & Human Resource Management 100
MGT 215: Fundamentals of Financial Management 100
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Full Marks: 100
Pass Marks: 35
Lecture Hours: 150
The objectives of this course are to introduce the basic concepts of Human Resource Management and Organizational Behavior.
It also aims to enhance the knowledge and approaches of Human Resource Management and develop students’ skills to handle tactfully emerging human resources challenges and issues and to provide students with an in-depth understanding of fundamental theories of organizational behavior.
Upon successful completion of this course, the students will be able to;
– Develop basic understanding of organizational behavior
– Apply different dimensions of organizational behavior in organizational system and procedures
– Understand the importance and basic concepts of human resource management
– Know the functions of human resource management and their importance for organizational effectiveness
The course contains Introduction, Understanding Individual Behavior, Perception, Individual Decision Making and Learning in Organizations, Personality and Positive Organizational Behavior, Motivation, Job Satisfaction and Stress Management, Groups and Teams in Organizations, Leadership, Communication, Conflict and Organizational Change.
This course contains Introduction to Human Resource Management, Human Resource Planning, Job Design and Analysis, Recruitment, Selection and Socialization, Training and Development, Motivation, Performance Appraisal and Reward Management, Compensation Management, Employees Discipline, Labor Relations, and Grievances and Dispute Settlement in
Part I: Organizational Behavior
Unit 1: Introduction 14 LHs
Concept of organizational behavior;
Levels of OB analysis;
Organizational behavior system;
Basic assumptions of organizational behavior;
Contributing disciplines to the field of organizational behavior; Individual behavior as an input-output system;
Mental process: beliefs, attitudes, values, needs, motives and behavior;
Emotions and Cognitive dissonance;
New challenges for manager in OB.
Unit 2: Perception and Learning 12 LHS
Concept of perception; Perceptual process; Factors affecting perception;
Attribution theory; Attribution errors;
Perception and individual decision making;
Concept and principles of learning;
Learning theories: classical theory, operant theory, cognitive learning and social learning;
Unit 3: Personality 12 LHs
Concept and types of personality;
Personality traits and characteristics;
Determinants of personality;
Emotions and personality;
Major personality attributes influencing organizational behavior;
Unit 4: Job Satisfaction 8 LHs
Concept and importance of job satisfaction; Measuring job satisfaction;
Effects of job satisfaction on employees’ performance.
Unit 5: Groups and Teams in Organizations 10 LHs
Concept of group and group dynamics;
Stages of Group formation;
Types of groups;
Nature and significance of informal groups;
Teams: concept, nature and types, differences between group and team;
Team performance factors; Issues in managing work teams.
Unit 6: Organizational Conflict and Stress 10 LHs
Conflict: concept, nature, and types; Sources of conflict;
Approaches to conflict management;
Resolving conflict through negotiation;
Functional and dysfunctional conflicts;
Organizational stress: concept, causes and managing stress.
Unit 7: Organizational Change and Development 9 LHs
Concept and forces of change; Resistance to change; Approaches to managing organizational change: Lewin’s three steps model; Organizational development (OD): concept and features of OD and OD interventions.
Part II: Human Resource Management
Unit 8: Introduction 15 LHs
Human Resource Management: concept, characteristics, objectives and functions;
Human resource management system;
Human resource outcomes: quality of work life, productivity and readiness to change;
Challenges of human resource management;
Human Resource Planning: concept, characteristics, process and importance.
Unit 9: Job Design and Analysis 12 LHs
Meanings of job, task, position and occupation;
Concept, benefits and methods of job design;
Concept and purposes of job analysis;
Sources of job analysis information;
Concept and contents of job description, job specification; job evaluation
Unit 10: Talent Acquisition and Development 18 LHs
Talent, Talent management and Talent development: concept and importance;
Meaning, sources and methods of recruitment;
Concept of selection;
Difference between selection and recruitment;
Selection process, selection tests, interviews and their types;
Concept and process of socialization;
Concept and process of learning;
Human resource development: concept and importance;
Concept, objectives and benefits of training;
Determining training needs;
Training methods: on – the – job and off – the – job training;
Concept and techniques of management development;
Evaluating training effectiveness
Unit 11: Performance Appraisal and Reward Management 8 LHs
Concept and uses of performance appraisal; Methods of performance appraisal: graphic rating scale, alternative ranking, paired comparison, forced distribution, critical incident, essay and checklist methods;
Concept of reward management;
Types and qualities of effective rewards;
Performance appraisal practices in Nepalese organizations.
Unit 12: Employee Maintenance and Emerging Issues in HRM 7 LHs
Employee health and safety, employee welfare, social security;
Grievance handling and redressal;
General guidelines in administrating employee’s discipline;
Emerging issues and challenges of HRM: employee empowerment, downsizing, work- life balance, use of technology in HRM functions, e-HRM, green-HRM, outsourcing HRM, ethics in HRM (surveillance vs. privacy);
HRM in Naples organization.
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Journal Entries in Nepali
Journal Entry and Ledger
Trial Balance and Adjusted Trial Balance
Bank Reconciliation Statement (BRS)
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Financial Accounting and Analysis (All videos)
Accounting for Long Lived Assets
Analysis of Financial Statement
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