From ae1628eae457d5b0b1474d7dfe514d8c0ab7fb1c Mon Sep 17 00:00:00 2001 From: hyzen Date: Thu, 11 Jun 2026 16:54:30 +0530 Subject: [PATCH] Add: user-management panel --- content/admin/_index.md | 4 + docs/404.html | 2 +- docs/admin/index.html | 11 + docs/admin/index.xml | 1 + docs/admin/page/1/index.html | 1 + docs/blog/index.html | 2 +- docs/blog/what-is-education/index.html | 2 +- docs/categories/index.html | 2 +- docs/categories/philosophy/index.html | 2 +- docs/changelog/index.html | 2 +- docs/coming-soon/index.html | 2 +- docs/contact/index.html | 2 +- docs/css/custom.css | 280 ++++++++++++++++++ docs/index.html | 2 +- docs/login/index.html | 2 +- docs/semester/index.html | 2 +- docs/services/email-account/index.html | 2 +- docs/services/file-share/index.html | 2 +- docs/services/index.html | 2 +- docs/services/xmpp-account/index.html | 2 +- docs/signup/index.html | 2 +- docs/sitemap.xml | 2 +- docs/subjectcode/index.html | 2 +- docs/tags/academics/index.html | 2 +- docs/tags/education/index.html | 2 +- docs/tags/index.html | 2 +- docs/tags/system/index.html | 2 +- docs/uninotes/index.html | 2 +- docs/uninotes/s1/bo-dcm1109/index.html | 2 +- docs/uninotes/s1/bo-dcm1109/unit1/index.html | 2 +- .../s1/bo-dcm1109/unit1/self/index.html | 2 +- docs/uninotes/s1/bo-dcm1109/unit11/index.html | 2 +- .../s1/bo-dcm1109/unit11/self/index.html | 2 +- docs/uninotes/s1/bo-dcm1109/unit2/index.html | 2 +- .../s1/bo-dcm1109/unit2/self/index.html | 2 +- docs/uninotes/s1/bo-dcm1109/unit3/index.html | 2 +- .../s1/bo-dcm1109/unit3/self/index.html | 2 +- docs/uninotes/s1/et-dcm1107/index.html | 2 +- docs/uninotes/s1/et-dcm1107/unit1/index.html | 2 +- .../s1/et-dcm1107/unit1/live/index.html | 2 +- docs/uninotes/s1/et-dcm1107/unit12/index.html | 2 +- .../s1/et-dcm1107/unit12/self/index.html | 2 +- docs/uninotes/s1/et-dcm1107/unit2/index.html | 2 +- .../s1/et-dcm1107/unit2/live/index.html | 2 +- docs/uninotes/s1/et-dcm1107/unit5/index.html | 2 +- .../s1/et-dcm1107/unit5/self/index.html | 2 +- docs/uninotes/s1/et-dcm1107/unit6/index.html | 2 +- .../s1/et-dcm1107/unit6/self/index.html | 2 +- docs/uninotes/s1/et-dcm1107/unit7/index.html | 2 +- .../s1/et-dcm1107/unit7/self/index.html | 2 +- docs/uninotes/s1/fa-dcm1108/index.html | 2 +- docs/uninotes/s1/ge-dcm1106/index.html | 2 +- docs/uninotes/s1/ge-dcm1106/unit1/index.html | 2 +- .../s1/ge-dcm1106/unit1/live/index.html | 2 +- docs/uninotes/s1/index.html | 2 +- docs/uninotes/s1/pbm-dcm1110/index.html | 2 +- docs/uninotes/s1/pbm-dcm1110/unit1/index.html | 2 +- .../s1/pbm-dcm1110/unit1/live/index.html | 2 +- .../s1/pbm-dcm1110/unit1/self/index.html | 2 +- docs/uninotes/s1/pbm-dcm1110/unit2/index.html | 2 +- .../s1/pbm-dcm1110/unit2/self/index.html | 2 +- docs/uninotes/s1/pbm-dcm1110/unit3/index.html | 2 +- .../s1/pbm-dcm1110/unit3/self/index.html | 2 +- docs/uninotes/s1/pbm-dcm1110/unit4/index.html | 2 +- .../s1/pbm-dcm1110/unit4/self/index.html | 2 +- docs/uninotes/s2/index.html | 2 +- docs/uninotes/s3/index.html | 2 +- docs/uninotes/s4/index.html | 2 +- docs/uninotes/s5/index.html | 2 +- docs/uninotes/s6/index.html | 2 +- layouts/_partials/body/body-end.html | 10 + layouts/admin/single.html | 181 +++++++++++ static/css/custom.css | 280 ++++++++++++++++++ 73 files changed, 833 insertions(+), 65 deletions(-) create mode 100644 content/admin/_index.md create mode 100644 docs/admin/index.html create mode 100644 docs/admin/index.xml create mode 100644 docs/admin/page/1/index.html create mode 100644 layouts/admin/single.html diff --git a/content/admin/_index.md b/content/admin/_index.md new file mode 100644 index 0000000..1ea044e --- /dev/null +++ b/content/admin/_index.md @@ -0,0 +1,4 @@ ++++ +draft = false +title = 'User Management' ++++ diff --git a/docs/404.html b/docs/404.html index 62cd722..6363888 100644 --- a/docs/404.html +++ b/docs/404.html @@ -8,4 +8,4 @@ All updates

404

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Return to the home page

\ No newline at end of file +Blog posts

404

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Return to the home page

\ No newline at end of file diff --git a/docs/admin/index.html b/docs/admin/index.html new file mode 100644 index 0000000..36b8f8a --- /dev/null +++ b/docs/admin/index.html @@ -0,0 +1,11 @@ +User Management | Freedoms4
Freedoms4 logo

Freedoms4

+
+
+

All Posts | Categories

\ No newline at end of file diff --git a/docs/admin/index.xml b/docs/admin/index.xml new file mode 100644 index 0000000..45751f2 --- /dev/null +++ b/docs/admin/index.xml @@ -0,0 +1 @@ +User Management on Freedoms4https://freedoms4.org/admin/Recent content in User Management on Freedoms4Hugoen-usyour-email@example.com (Freedoms4)your-email@example.com (Freedoms4) \ No newline at end of file diff --git a/docs/admin/page/1/index.html b/docs/admin/page/1/index.html new file mode 100644 index 0000000..a9cb9b4 --- /dev/null +++ b/docs/admin/page/1/index.html @@ -0,0 +1 @@ +https://freedoms4.org/admin/ \ No newline at end of file diff --git a/docs/blog/index.html b/docs/blog/index.html index 0848fee..310f02e 100644 --- a/docs/blog/index.html +++ b/docs/blog/index.html @@ -9,4 +9,4 @@ All updates

All Posts | Categories

What is Education?

What is Education? # Education simply means “learning”. It’s a natural process. -Ratio of components in Education: # 50% Knowledge/Understanding, 30% …

\ No newline at end of file +Ratio of components in Education: # 50% Knowledge/Understanding, 30% …

\ No newline at end of file diff --git a/docs/blog/what-is-education/index.html b/docs/blog/what-is-education/index.html index fb28885..fd38413 100644 --- a/docs/blog/what-is-education/index.html +++ b/docs/blog/what-is-education/index.html @@ -19,4 +19,4 @@ All updates

What is Education?


What is Education? #

Education simply means “learning”. It’s a natural process.

Ratio of components in Education: #

50% Knowledge/Understanding, 30% Skills, 20% Experience.

Education vs Academics: #

Education and Academics are not the same thing. Academics is Education based of a curriculum and an institution. Plato discovered the word while describing his school of philosophy.

Academics system has evolved with time and got worst. Let’s see what the system has become nowadays: #

Extra bad: #

Education as a concept/implementation/system is good. -Academics is good only as a concept. It’s implementation and system is always the worst and corrupted.

Activities in Education: #

Read vs Study vs Research: #

  1. Read: Reading is about watching or interpreting something/someone to gain knowledge.

  2. Study: Studying is about interpreting a topic, going deeper and gaining some conscious understanding out of it.

  3. Research: Research is about studying a topic and then contributing to it with changes from your end.

Knowledge vs Entertainment: #

Example:

  1. The first book was to provide Knowledge/Understanding, but later books became a source of Entertainment (fiction).
  2. Videos can be used for both Knowledge/Understanding and Entertainment purposes. For example, for Knowledge/Understanding, there are documentaries, tutorial videos etc. For Entertainment, there are movies, funny videos etc.
Tags:
Categories:

Comments

\ No newline at end of file +Academics is good only as a concept. It’s implementation and system is always the worst and corrupted.

Activities in Education: #

Read vs Study vs Research: #

  1. Read: Reading is about watching or interpreting something/someone to gain knowledge.

  2. Study: Studying is about interpreting a topic, going deeper and gaining some conscious understanding out of it.

  3. Research: Research is about studying a topic and then contributing to it with changes from your end.

Knowledge vs Entertainment: #

Example:

  1. The first book was to provide Knowledge/Understanding, but later books became a source of Entertainment (fiction).
  2. Videos can be used for both Knowledge/Understanding and Entertainment purposes. For example, for Knowledge/Understanding, there are documentaries, tutorial videos etc. For Entertainment, there are movies, funny videos etc.
Tags:
Categories:

Comments

\ No newline at end of file diff --git a/docs/categories/index.html b/docs/categories/index.html index 607d30f..1bc0204 100644 --- a/docs/categories/index.html +++ b/docs/categories/index.html @@ -9,4 +9,4 @@ All updates

All Posts | Categories

Philosophy (1)

\ No newline at end of file +› Categories

All Posts | Categories

Philosophy (1)

\ No newline at end of file diff --git a/docs/categories/philosophy/index.html b/docs/categories/philosophy/index.html index fdce99f..12b784c 100644 --- a/docs/categories/philosophy/index.html +++ b/docs/categories/philosophy/index.html @@ -11,4 +11,4 @@ All updates Blog posts

All Posts | -Categories

Philosophy

What is Education?

\ No newline at end of file +Categories

Philosophy

What is Education?

\ No newline at end of file diff --git a/docs/changelog/index.html b/docs/changelog/index.html index 300be02..16e11e5 100644 --- a/docs/changelog/index.html +++ b/docs/changelog/index.html @@ -26,4 +26,4 @@ Changelog page. Remove year from footer copyright.">

Changelog

[08-06-2026]

[07-06-2026]

[06-06-2026]

[05-06-2026]

[04-06-2026]

[14-04-2026]

\ No newline at end of file +Blog posts

Changelog

[08-06-2026]

[07-06-2026]

[06-06-2026]

[05-06-2026]

[04-06-2026]

[14-04-2026]

\ No newline at end of file diff --git a/docs/coming-soon/index.html b/docs/coming-soon/index.html index 0bf510c..9631744 100644 --- a/docs/coming-soon/index.html +++ b/docs/coming-soon/index.html @@ -5,4 +5,4 @@ Sign Up
-

Coming Soon

This feature is not yet available. Check back later!

\ No newline at end of file +

Coming Soon

This feature is not yet available. Check back later!

\ No newline at end of file diff --git a/docs/contact/index.html b/docs/contact/index.html index 240bbdc..3dfcef9 100644 --- a/docs/contact/index.html +++ b/docs/contact/index.html @@ -20,4 +20,4 @@ Lemmy: hyzen@lemmy.today">

Admin: hyzen

Contacts #

Email and XMPP: hyzen@freedoms4.org

IRC/Liberachat: hyzen, #freedoms4

Follow on #

Mastodon: hyzen@mastodon.social

Lemmy: hyzen@lemmy.today

\ No newline at end of file +Blog posts

Admin: hyzen

Contacts #

Email and XMPP: hyzen@freedoms4.org

IRC/Liberachat: hyzen, #freedoms4

Follow on #

Mastodon: hyzen@mastodon.social

Lemmy: hyzen@lemmy.today

\ No newline at end of file diff --git a/docs/css/custom.css b/docs/css/custom.css index 56efaf6..c6c352b 100644 --- a/docs/css/custom.css +++ b/docs/css/custom.css @@ -1331,3 +1331,283 @@ .otp-panel__resend-btn:hover { opacity: 0.8; } +/* ── Comments section ─────────────────────────────────────────────────────── */ + +.comments { + margin-top: 3rem; + padding-top: 2rem; + border-top: 1px solid var(--background-color1, #ddd); +} + +.comments__title { + font-size: 1.15rem; + font-weight: 700; + margin-bottom: 1.2rem; +} + +.comments__login-msg { + font-size: 0.9rem; + margin-bottom: 1.2rem; + color: var(--foreground-color3, #888); +} + +.comments__empty { + font-size: 0.88rem; + color: var(--foreground-color3, #888); +} + +.comments__error { + font-size: 0.88rem; + color: var(--error-color, #c0392b); +} + +/* ── Comment form ── */ + +.comment-form { + margin-bottom: 1.5rem; +} + +.comment-form__input { + width: 100%; + box-sizing: border-box; + padding: 0.6rem 0.8rem; + border: 1px solid var(--background-color1, #ccc); + border-radius: 4px; + background: var(--background-color); + color: var(--foreground-color); + font: inherit; + font-size: 0.9rem; + resize: vertical; + outline: none; + transition: border-color 0.2s; +} + +.comment-form__input:focus { + border-color: var(--accent-color); +} + +.comment-form__footer { + display: flex; + justify-content: space-between; + align-items: center; + margin-top: 0.4rem; +} + +.comment-form__counter { + font-size: 0.75rem; + color: var(--foreground-color3, #999); +} + +.comment-form__submit { + padding: 0.35rem 0.9rem; + background: var(--accent-color); + color: #fff; + border: none; + border-radius: 4px; + font: inherit; + font-size: 0.85rem; + cursor: pointer; + transition: opacity 0.15s; +} + +.comment-form__submit:hover { + opacity: 0.85; +} +.comment-form__submit:disabled { + opacity: 0.5; + cursor: not-allowed; +} + +.comment-form__error { + font-size: 0.8rem; + color: var(--error-color, #c0392b); + margin-top: 0.3rem; + min-height: 1rem; +} + +/* ── Individual comments ── */ + +.comment { + margin-bottom: 1.2rem; + padding: 0.75rem 0.9rem; + border: 1px solid var(--background-color1, #e0e0e0); + border-radius: 6px; + background: var(--background-color); +} + +.comment--reply { + margin-top: 0.7rem; + margin-left: 1.5rem; + border-left: 3px solid var(--accent-color); + border-radius: 0 6px 6px 0; +} + +.comment__meta { + display: flex; + align-items: center; + gap: 0.6rem; + margin-bottom: 0.4rem; + flex-wrap: wrap; +} + +.comment__author { + font-weight: 600; + font-size: 0.88rem; +} + +.comment__time { + font-size: 0.78rem; + color: var(--foreground-color3, #999); +} + +.comment__actions { + margin-left: auto; + display: flex; + gap: 0.5rem; +} + +.comment__action { + background: none; + border: none; + padding: 0; + font: inherit; + font-size: 0.78rem; + cursor: pointer; + color: var(--foreground-color3, #888); + text-decoration: underline; +} + +.comment__action:hover { + color: var(--accent-color); +} + +.comment__action--delete:hover { + color: var(--error-color, #c0392b); +} + +.comment__body { + font-size: 0.9rem; + line-height: 1.55; + margin: 0; + white-space: pre-wrap; + word-break: break-word; +} + +.comment__deleted { + font-size: 0.85rem; + color: var(--foreground-color3, #aaa); + font-style: italic; +} + +.comment__reply-form { + margin-top: 0.7rem; +} + +.comment__replies { + margin-top: 0.5rem; +} + +/* ── Admin dropdown link ─────────────────────────────────────────────────── */ + +.brand__auth-user-admin { + display: block; + width: 100%; + padding: 0.5rem 1rem; + font: inherit; + font-size: 0.85rem; + text-align: left; + color: var(--foreground-color); + text-decoration: none; + white-space: nowrap; +} + +.brand__auth-user-admin:hover { + background: var(--background-color1); + color: var(--accent-color); +} + +/* ── Admin user management table ─────────────────────────────────────────── */ + +.admin-table { + width: 100%; + border-collapse: collapse; + font-size: 0.88rem; + margin-top: 1rem; +} + +.admin-table th, +.admin-table td { + padding: 0.55rem 0.75rem; + text-align: left; + border-bottom: 1px solid var(--background-color1, #e0e0e0); +} + +.admin-table th { + font-weight: 700; + background: var(--background-color1, #f5f5f5); +} + +.admin-table tr:last-child td { + border-bottom: none; +} + +.admin-actions { + white-space: nowrap; + display: flex; + gap: 0.4rem; +} + +.admin-badge { + display: inline-block; + padding: 0.15rem 0.5rem; + border-radius: 3px; + font-size: 0.75rem; + font-weight: 600; +} + +.admin-badge--active { + background: #d4edda; + color: #155724; +} +.admin-badge--blocked { + background: #f8d7da; + color: #721c24; +} + +.admin-btn { + padding: 0.25rem 0.65rem; + border: none; + border-radius: 4px; + font: inherit; + font-size: 0.78rem; + cursor: pointer; + font-weight: 600; + transition: opacity 0.15s; +} + +.admin-btn:disabled { + opacity: 0.5; + cursor: not-allowed; +} + +.admin-btn--block { + background: #ffc107; + color: #333; +} +.admin-btn--unblock { + background: #28a745; + color: #fff; +} +.admin-btn--delete { + background: #dc3545; + color: #fff; +} + +.admin-btn:not(:disabled):hover { + opacity: 0.85; +} + +.admin-error { + color: var(--error-color, #c0392b); + font-size: 0.88rem; +} diff --git a/docs/index.html b/docs/index.html index b5accb9..2bceeeb 100644 --- a/docs/index.html +++ b/docs/index.html @@ -8,4 +8,4 @@ All updates

Namaste 🙏 #

My name is hyzen, I'm the founder of this site. This site is my space to write about my views on various subjects and explore ideas that matter to me. I also provide free services to the public that may matter to them.

On the blog I’m writing about: #

Beyond theoretical discussions, I may also write about my day-to-day experiences, thoughts, and feelings - the personal reflections that shape my worldview and understanding of the world around me.

Motive: #

My goal is for everyone who visits this site to leave with something valuable.

Site’s Code: #

This site is also built with open source tools like Hugo and served freely. If you're interested in the code , you can find it here↗.

\ No newline at end of file +Blog posts

Namaste 🙏 #

My name is hyzen, I'm the founder of this site. This site is my space to write about my views on various subjects and explore ideas that matter to me. I also provide free services to the public that may matter to them.

On the blog I’m writing about: #

Beyond theoretical discussions, I may also write about my day-to-day experiences, thoughts, and feelings - the personal reflections that shape my worldview and understanding of the world around me.

Motive: #

My goal is for everyone who visits this site to leave with something valuable.

Site’s Code: #

This site is also built with open source tools like Hugo and served freely. If you're interested in the code , you can find it here↗.

\ No newline at end of file diff --git a/docs/login/index.html b/docs/login/index.html index be13b1e..149636a 100644 --- a/docs/login/index.html +++ b/docs/login/index.html @@ -12,4 +12,4 @@

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\ No newline at end of file diff --git a/docs/semester/index.html b/docs/semester/index.html index 8262ba2..bf0943e 100644 --- a/docs/semester/index.html +++ b/docs/semester/index.html @@ -6,4 +6,4 @@ Subscribe

All Posts | Categories

S1 (16)

\ No newline at end of file +› Categories

All Posts | Categories

S1 (16)

\ No newline at end of file diff --git a/docs/services/email-account/index.html b/docs/services/email-account/index.html index dc7c0f5..6e1830b 100644 --- a/docs/services/email-account/index.html +++ b/docs/services/email-account/index.html @@ -9,4 +9,4 @@ Please sign up to create an email account."> Subscribe

Email

\ No newline at end of file +› Email

Email

\ No newline at end of file diff --git a/docs/services/file-share/index.html b/docs/services/file-share/index.html index e2266f7..2bfed37 100644 --- a/docs/services/file-share/index.html +++ b/docs/services/file-share/index.html @@ -7,4 +7,4 @@ Subscribe

File Share

Visit share.freedoms4.org↗ -to quickly upload files and get sharable links.

\ No newline at end of file +to quickly upload files and get sharable links.

\ No newline at end of file diff --git a/docs/services/index.html b/docs/services/index.html index 80d7f35..0ff622c 100644 --- a/docs/services/index.html +++ b/docs/services/index.html @@ -5,4 +5,4 @@
-

Services

  1. Email
  2. XMPP
  3. File Share
\ No newline at end of file +

Services

  1. Email
  2. XMPP
  3. File Share
\ No newline at end of file diff --git a/docs/services/xmpp-account/index.html b/docs/services/xmpp-account/index.html index d828d47..7b6832e 100644 --- a/docs/services/xmpp-account/index.html +++ b/docs/services/xmpp-account/index.html @@ -10,4 +10,4 @@ Please sign up to create an XMPP account.">Subscribe

XMPP

\ No newline at end of file +File Share → \ No newline at end of file diff --git a/docs/signup/index.html b/docs/signup/index.html index 5197436..933f1e4 100644 --- a/docs/signup/index.html +++ b/docs/signup/index.html @@ -24,4 +24,4 @@ -

Already have an account? Log in

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\ No newline at end of file diff --git a/docs/tags/academics/index.html b/docs/tags/academics/index.html index 767b2c6..259fbfe 100644 --- a/docs/tags/academics/index.html +++ b/docs/tags/academics/index.html @@ -11,4 +11,4 @@ All updates Blog posts

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\ No newline at end of file diff --git a/docs/tags/education/index.html b/docs/tags/education/index.html index 3e5b7fa..1453c7e 100644 --- a/docs/tags/education/index.html +++ b/docs/tags/education/index.html @@ -11,4 +11,4 @@ All updates Blog posts

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What is Education?

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System

What is Education?

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System

What is Education?

\ No newline at end of file diff --git a/docs/uninotes/index.html b/docs/uninotes/index.html index 8ecbd52..885c914 100644 --- a/docs/uninotes/index.html +++ b/docs/uninotes/index.html @@ -38,4 +38,4 @@ Blog posts \ No newline at end of file diff --git a/docs/uninotes/s1/bo-dcm1109/unit1/index.html b/docs/uninotes/s1/bo-dcm1109/unit1/index.html index 08eb0d3..128d41a 100644 --- a/docs/uninotes/s1/bo-dcm1109/unit1/index.html +++ b/docs/uninotes/s1/bo-dcm1109/unit1/index.html @@ -12,4 +12,4 @@ Blog posts
S1 -BO DCM1109

Unit 1

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Unit 1

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S1 BO DCM1109 -Self

Unit 1

Table of Contents

April 6, 2026 #

Features and Nature of Business #

A) Economic Activity.
B) Continuous Activity.
C) Profit Motive.
D) Exchange of goods and services.
E) Customer Orientation.
F) Risk and Uncertainty.
G) Legal and Ethical Compliance.
H) Global.

Concept #

A) Value Creation.
B) Profit.
C) Social.
D) Organised.
E) Dynanic.

Scope #

A) Industry #

  1. Primary Industry: Extraction of raw material (agriculture, mining).
  2. Secondary Industry: Manufacturing.
  3. Tertiary Industry: Service (banking, insurance, transport, delivery)
  4. Quaternary Sector: Knowledge based services (IT, education/training)
  5. Quinary Sector: Services of leading roles (Government services, NGOs)

B) Commerce #

  1. Trade.
  2. Auxiliaries to Trade.

C) Modern Dimensions of Business #

  1. E-Business.
  2. Green Business.
  3. Social Business.
  4. Global Business.

Business as a System #

A) Interdependance.
B) Input-Process-Output Model.
C) Open System.
D) Dynamic Nature.

B) Input-Process-Output Model #

  1. Input.
  2. Process.
  3. Output.
  4. Feedback.

Business and Environment Interface #

A) Social Environment.
B) Economic Environment.
C) Politico-legal Environment.
D) Technological Environment.
E) International Environment.

Objectives of Business #

A) Economic.
B) Social.
C) Human.
D) National.
E) International.

Profit Maximization VS. Social Responsibility #

(Research pending)

\ No newline at end of file +Self

Unit 1

Table of Contents

April 6, 2026 #

Features and Nature of Business #

A) Economic Activity.
B) Continuous Activity.
C) Profit Motive.
D) Exchange of goods and services.
E) Customer Orientation.
F) Risk and Uncertainty.
G) Legal and Ethical Compliance.
H) Global.

Concept #

A) Value Creation.
B) Profit.
C) Social.
D) Organised.
E) Dynanic.

Scope #

A) Industry #

  1. Primary Industry: Extraction of raw material (agriculture, mining).
  2. Secondary Industry: Manufacturing.
  3. Tertiary Industry: Service (banking, insurance, transport, delivery)
  4. Quaternary Sector: Knowledge based services (IT, education/training)
  5. Quinary Sector: Services of leading roles (Government services, NGOs)

B) Commerce #

  1. Trade.
  2. Auxiliaries to Trade.

C) Modern Dimensions of Business #

  1. E-Business.
  2. Green Business.
  3. Social Business.
  4. Global Business.

Business as a System #

A) Interdependance.
B) Input-Process-Output Model.
C) Open System.
D) Dynamic Nature.

B) Input-Process-Output Model #

  1. Input.
  2. Process.
  3. Output.
  4. Feedback.

Business and Environment Interface #

A) Social Environment.
B) Economic Environment.
C) Politico-legal Environment.
D) Technological Environment.
E) International Environment.

Objectives of Business #

A) Economic.
B) Social.
C) Human.
D) National.
E) International.

Profit Maximization VS. Social Responsibility #

(Research pending)

\ No newline at end of file diff --git a/docs/uninotes/s1/bo-dcm1109/unit11/index.html b/docs/uninotes/s1/bo-dcm1109/unit11/index.html index 4dffa00..0f6ea19 100644 --- a/docs/uninotes/s1/bo-dcm1109/unit11/index.html +++ b/docs/uninotes/s1/bo-dcm1109/unit11/index.html @@ -12,4 +12,4 @@ Blog posts
S1 -BO DCM1109

Unit 11

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Unit 11

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\ No newline at end of file diff --git a/docs/uninotes/s1/bo-dcm1109/unit11/self/index.html b/docs/uninotes/s1/bo-dcm1109/unit11/self/index.html index b326c7f..f28131d 100644 --- a/docs/uninotes/s1/bo-dcm1109/unit11/self/index.html +++ b/docs/uninotes/s1/bo-dcm1109/unit11/self/index.html @@ -38,4 +38,4 @@ Blog posts
S1 BO DCM1109 -Self

Unit 11

Table of Contents

May 17, 2026 #

Modes of Business Combination #

A) Associations #

  1. Trade Association
  2. Chamber of Commerce
  3. Informal agreements

B) Federations #

  1. Formal agreements
  2. Pools
  3. Cartels

C) Consolidations #

  1. Partials Consolidations
    a. Trust
    b. Holding Companies
    c. Community of Interest

  2. Complete Consolidations
    a. Mergers
    b. Acquisition
    c. Amalgamation

Types of Business Combination #

A) Horizontal #

These companies operate at the same level of production, distribution or supply chain.

A) Vertical #

A vertical combination occurs when companies operating at different stages of production or distribution of the same product combines together. There are two types of Vertical Combination:

  1. Forward Combination: Forward integration takes place when a company moves forward in the supply chain, that is, closer to the final consumer.

  2. Backward Combination: Backward integration occurs when a company moves backward in the supply chain, that is, towards the source of raw materials.

C) Circular #

A circular combination is a type of business combination in which two or more companies engaged in different but related lines of business combine together. These companies do not produce the same product (like in horizontal combination), but their products are related in nature, use similar raw materials, or serve similar customers. Example: a company manufacturing shoes combines with a company producing leather bags. Both companies are engaged in different products, but they use similar raw materials (leather) and target similar customers.

D) Conglomerate #

A conglomerate combination is a type of business combination in which two or more companies engage in completely different and unrelated businesses merge or combine together.

\ No newline at end of file +Self

Unit 11

Table of Contents

May 17, 2026 #

Modes of Business Combination #

A) Associations #

  1. Trade Association
  2. Chamber of Commerce
  3. Informal agreements

B) Federations #

  1. Formal agreements
  2. Pools
  3. Cartels

C) Consolidations #

  1. Partials Consolidations
    a. Trust
    b. Holding Companies
    c. Community of Interest

  2. Complete Consolidations
    a. Mergers
    b. Acquisition
    c. Amalgamation

Types of Business Combination #

A) Horizontal #

These companies operate at the same level of production, distribution or supply chain.

A) Vertical #

A vertical combination occurs when companies operating at different stages of production or distribution of the same product combines together. There are two types of Vertical Combination:

  1. Forward Combination: Forward integration takes place when a company moves forward in the supply chain, that is, closer to the final consumer.

  2. Backward Combination: Backward integration occurs when a company moves backward in the supply chain, that is, towards the source of raw materials.

C) Circular #

A circular combination is a type of business combination in which two or more companies engaged in different but related lines of business combine together. These companies do not produce the same product (like in horizontal combination), but their products are related in nature, use similar raw materials, or serve similar customers. Example: a company manufacturing shoes combines with a company producing leather bags. Both companies are engaged in different products, but they use similar raw materials (leather) and target similar customers.

D) Conglomerate #

A conglomerate combination is a type of business combination in which two or more companies engage in completely different and unrelated businesses merge or combine together.

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S1 -BO DCM1109

Unit 2

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Unit 2

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\ No newline at end of file diff --git a/docs/uninotes/s1/bo-dcm1109/unit2/self/index.html b/docs/uninotes/s1/bo-dcm1109/unit2/self/index.html index 7b613b8..edf040c 100644 --- a/docs/uninotes/s1/bo-dcm1109/unit2/self/index.html +++ b/docs/uninotes/s1/bo-dcm1109/unit2/self/index.html @@ -18,4 +18,4 @@ Blog posts
S1 BO DCM1109 Self

Unit 2

Table of Contents

April 12, 2026 #

Primary Sector #

The Primary Sector comprises the delivery of raw materials up to the finished product. Industries in this sector include mining for oil, coal, iron, and other minerals; Forestry, agriculture, fish farming and land reclamation, etc.

Secondary Sector #

The Secondary Sector refines, processes and manufactures. This includes industries like petrochemical refineries, steel-making mills, factories for making equipment and machinery for industry and goods for consumer purchase.

Tertiary Sector #

This involves the provision of services to businesses as well as final consumers.

\ No newline at end of file +Unit 3 → \ No newline at end of file diff --git a/docs/uninotes/s1/bo-dcm1109/unit3/index.html b/docs/uninotes/s1/bo-dcm1109/unit3/index.html index ed5473a..bb1b700 100644 --- a/docs/uninotes/s1/bo-dcm1109/unit3/index.html +++ b/docs/uninotes/s1/bo-dcm1109/unit3/index.html @@ -12,4 +12,4 @@ Blog posts
S1 -BO DCM1109

Unit 3

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Unit 3

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\ No newline at end of file diff --git a/docs/uninotes/s1/bo-dcm1109/unit3/self/index.html b/docs/uninotes/s1/bo-dcm1109/unit3/self/index.html index 6545050..a79fc54 100644 --- a/docs/uninotes/s1/bo-dcm1109/unit3/self/index.html +++ b/docs/uninotes/s1/bo-dcm1109/unit3/self/index.html @@ -38,4 +38,4 @@ Reserve Bank of India (RBI), Life Insurance Corporation (LIC).
  • Registere all modern business entities in India.

    • B) On the Basis of Liability #

    1. Company Limited by Shares [Section 2(22)].
    2. Company Limited by Guarantee [Section 2(21)].
    3. Unlimited Liability Company [Section 2(92)].
    4. Company Limited by Both Guarantee and Shares.

    C) On the Basis of Ownership #

    1. Private Company (Section 2(68)).
    2. Public Company (Section 2(71)).
    3. One Person Company (Section 2(62)).

    D) On the Basis of Control #

    1. Holding Company: Controls one or more subsidiaries by owning over 50% voting rights or board control.
    2. Subsidiary Company: Controlled by another company. Example: Jaguar Land Rover (subsidiary of Tata Motors).

    E) On the Basis of Nationality #

    1. Indian Company: Incorporated under the Companies Act, 2013 and managed in India.
    2. Foreign Company (Section 2(42)): Incorporated outside India but has a place of business in India. Example: Google India Pvt. Ltd.

    F) On the Basis of Purpose #

    1. For-Profit Companies.
    2. Non-Profit Companies (Section 8): Established for charitable, educational, or social purposes. Profits are reinvested to promote their objectives. Example: CRY Foundation.
    \ No newline at end of file +Unit 11 → \ No newline at end of file diff --git a/docs/uninotes/s1/et-dcm1107/index.html b/docs/uninotes/s1/et-dcm1107/index.html index c62d1b3..589b76c 100644 --- a/docs/uninotes/s1/et-dcm1107/index.html +++ b/docs/uninotes/s1/et-dcm1107/index.html @@ -8,4 +8,4 @@

    ET DCM1107

    \ No newline at end of file +BO DCM1109 → \ No newline at end of file diff --git a/docs/uninotes/s1/et-dcm1107/unit1/index.html b/docs/uninotes/s1/et-dcm1107/unit1/index.html index e1fe04a..50eab67 100644 --- a/docs/uninotes/s1/et-dcm1107/unit1/index.html +++ b/docs/uninotes/s1/et-dcm1107/unit1/index.html @@ -12,4 +12,4 @@ Blog posts
    S1 -ET DCM1107

    Unit 1

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    \ No newline at end of file diff --git a/docs/uninotes/s1/et-dcm1107/unit1/live/index.html b/docs/uninotes/s1/et-dcm1107/unit1/live/index.html index 2cf2176..53533d3 100644 --- a/docs/uninotes/s1/et-dcm1107/unit1/live/index.html +++ b/docs/uninotes/s1/et-dcm1107/unit1/live/index.html @@ -35,4 +35,4 @@ Blog posts
    S1 ET DCM1107 -Live

    Unit 1

    Table of Contents

    April 5, 2026 #

    Course Objectives #

    A) Develop analytical skills for interpreting consumer decision-making and market behaviour using economic tools.
    B) Examine cost and revenue structures of firms.

    Definition of Economics by various individuals #

    A) Wealth Definition by Adam Smith.
    B) Welfare Definition by Alfred Marshall.
    C) Scarcity Definition by Robbins.
    D) Growth Defintion by Samuelson.

    Nature #

    A) Economics as a Science #

    1. Positive (what is, based on data and logic)
    2. Normative (what ought to be, opinions, judgements)

    B) Economics as an Art #

    1. Pure (what ought to be, ideals and goals)
    2. Applied (real world, how to implement)

    A) Described Economics as a Science #

    1. Focuses on laws and cause-and-effect relationships (e.g Law of Demand).
    2. Models to predict economic outcomes.
    3. Data analysis, observation, hypothesis.
    4. Real-world evidence.
    5. Deductive and Inductive reasoning.

    Methods #

    A) Inductive (specific -> general).
    B) Deductive (general -> specific).

    A) Inductive #

    1. Real-world observation, identify problem.
    2. Collect data, analyze and find patterns.
    3. Formulate and test generalisations.

    B) Deductive #

    1. Identify the general problem.
    2. Assumptions, formulate hypothesis.
    3. Verify using data.
    \ No newline at end of file +Live

    Unit 1

    Table of Contents

    April 5, 2026 #

    Course Objectives #

    A) Develop analytical skills for interpreting consumer decision-making and market behaviour using economic tools.
    B) Examine cost and revenue structures of firms.

    Definition of Economics by various individuals #

    A) Wealth Definition by Adam Smith.
    B) Welfare Definition by Alfred Marshall.
    C) Scarcity Definition by Robbins.
    D) Growth Defintion by Samuelson.

    Nature #

    A) Economics as a Science #

    1. Positive (what is, based on data and logic)
    2. Normative (what ought to be, opinions, judgements)

    B) Economics as an Art #

    1. Pure (what ought to be, ideals and goals)
    2. Applied (real world, how to implement)

    A) Described Economics as a Science #

    1. Focuses on laws and cause-and-effect relationships (e.g Law of Demand).
    2. Models to predict economic outcomes.
    3. Data analysis, observation, hypothesis.
    4. Real-world evidence.
    5. Deductive and Inductive reasoning.

    Methods #

    A) Inductive (specific -> general).
    B) Deductive (general -> specific).

    A) Inductive #

    1. Real-world observation, identify problem.
    2. Collect data, analyze and find patterns.
    3. Formulate and test generalisations.

    B) Deductive #

    1. Identify the general problem.
    2. Assumptions, formulate hypothesis.
    3. Verify using data.
    \ No newline at end of file diff --git a/docs/uninotes/s1/et-dcm1107/unit12/index.html b/docs/uninotes/s1/et-dcm1107/unit12/index.html index 53137a2..90c7b9a 100644 --- a/docs/uninotes/s1/et-dcm1107/unit12/index.html +++ b/docs/uninotes/s1/et-dcm1107/unit12/index.html @@ -12,4 +12,4 @@ Blog posts
    S1 -ET DCM1107

    Unit 12

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    Unit 12

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    S1 ET DCM1107 -Self

    Unit 12

    Table of Contents

    May 25, 2026 #

    Definitions #

    Interest #

    The payment or reward given for borrowing money or using capital for a specific period of time.

    Gross Interest #

    The total amount paid by the borrower to the lender for using borrowed money before deducting taxes, service charges, or other expenses.

    Net Interest #

    The actual or pure interest earned or paid after excluding additional charges such as risk, management costs, and inconvenience.

    Nominal Rate of Interest #

    The stated rate of return on a loan or investment without considering the effect of inflation.

    Real Rate of Interest #

    The actual rate of return after adjusting the nominal interest rate for inflation, reflecting the true purchasing power of money.

    Liquidity #

    The ease or availability with which cash or assets can be converted into ready money for immediate use.

    Theories of Interest #

    Theory of InterestEconomist(s)Short Summary
    Abstinence Theory of InterestNassau William SeniorInterest is the reward paid to people who abstain from present consumption and save money for productive use.
    Bohm-Bawerk’s (Agio) Theory of InterestEugen von Böhm-Bawerk (developed from John Rae’s ideas)Interest arises because people value present goods more highly than future goods; therefore, compensation is needed for postponing consumption.
    Fisher’s Time Preference TheoryIrving FisherInterest is the “price of time,” determined by people’s preference for present consumption over future consumption and investment opportunities.
    Loanable Funds TheoryKnut Wicksell, Bertil Ohlin, Dennis RobertsonInterest is determined by the demand and supply of loanable funds, including savings, investment, bank credit, and hoarding.
    Liquidity Preference TheoryJohn Maynard KeynesInterest is the reward for parting with liquidity; it is determined by the demand for and supply of money.
    \ No newline at end of file +Self

    Unit 12

    Table of Contents

    May 25, 2026 #

    Definitions #

    Interest #

    The payment or reward given for borrowing money or using capital for a specific period of time.

    Gross Interest #

    The total amount paid by the borrower to the lender for using borrowed money before deducting taxes, service charges, or other expenses.

    Net Interest #

    The actual or pure interest earned or paid after excluding additional charges such as risk, management costs, and inconvenience.

    Nominal Rate of Interest #

    The stated rate of return on a loan or investment without considering the effect of inflation.

    Real Rate of Interest #

    The actual rate of return after adjusting the nominal interest rate for inflation, reflecting the true purchasing power of money.

    Liquidity #

    The ease or availability with which cash or assets can be converted into ready money for immediate use.

    Theories of Interest #

    Theory of InterestEconomist(s)Short Summary
    Abstinence Theory of InterestNassau William SeniorInterest is the reward paid to people who abstain from present consumption and save money for productive use.
    Bohm-Bawerk’s (Agio) Theory of InterestEugen von Böhm-Bawerk (developed from John Rae’s ideas)Interest arises because people value present goods more highly than future goods; therefore, compensation is needed for postponing consumption.
    Fisher’s Time Preference TheoryIrving FisherInterest is the “price of time,” determined by people’s preference for present consumption over future consumption and investment opportunities.
    Loanable Funds TheoryKnut Wicksell, Bertil Ohlin, Dennis RobertsonInterest is determined by the demand and supply of loanable funds, including savings, investment, bank credit, and hoarding.
    Liquidity Preference TheoryJohn Maynard KeynesInterest is the reward for parting with liquidity; it is determined by the demand for and supply of money.
    \ No newline at end of file diff --git a/docs/uninotes/s1/et-dcm1107/unit2/index.html b/docs/uninotes/s1/et-dcm1107/unit2/index.html index a00d09c..4b61ddf 100644 --- a/docs/uninotes/s1/et-dcm1107/unit2/index.html +++ b/docs/uninotes/s1/et-dcm1107/unit2/index.html @@ -12,4 +12,4 @@ Blog posts
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    S1 -ET DCM1107

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    Unit 5

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    S1 ET DCM1107 Self

    Unit 5

    Table of Contents

    May 01, 2026 #

    Explicit Cost #

    Explicit costs are direct, out-of-pocket payments that a business or individual makes for the use of resources or services. These costs are tangible, measurable, and recorded in accounting books, including expenses like rent, utility bills, wages, raw materials, and interest on borrowed capital.

    Implicit Cost #

    Implicit costs are not directly paid out or recorded in financial statements, but represent the opportunity costs of using resources owned by the firm or individual. Examples include the forgone salary if an entrepreneur works in their own business instead of being employed elsewhere, or the interest income sacrificed by investing personal funds in the business rather than elsewhere.

    Ecnonomic Profit #

    Economic Profit = Total Revenue − (Explicit Costs + Implicit Costs)

    Short Run Costs #

    The short run refers to a time period in which at least one factor of production (such as capital, plant size, or equipment) is fixed and cannot be easily altered. During this period, firms face two types of costs:

    Total Cost (TC) = Fixed Cost (FC) + Variable Cost (VC)

    Different types of Cost #

    A) Real Cost
    B) Economic Cost
    C) Accounting Cost
    D) Social Cost
    E) Private Cost
    F) Opportunity Cost
    G) External Cost
    H) Replacement Cost

    Cost Function #

    𝐶 = 𝐹 + 𝑉(𝑄)
    where F is the fixed cost, and V(Q) is the variable cost depending on the output level Q

    Total Cost #

    TC = Total Fixed Cost (TFC) + Total Variable Cost (TVC)

    Average Cost #

    AC = TC / Quantity (Q)

    Marginal Cost #

    TC = Change in Total Cost / Change in Quantity

    \ No newline at end of file +Unit 6 → \ No newline at end of file diff --git a/docs/uninotes/s1/et-dcm1107/unit6/index.html b/docs/uninotes/s1/et-dcm1107/unit6/index.html index cf57f7a..c4ee32c 100644 --- a/docs/uninotes/s1/et-dcm1107/unit6/index.html +++ b/docs/uninotes/s1/et-dcm1107/unit6/index.html @@ -12,4 +12,4 @@ Blog posts
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    S1 ET DCM1107 Self

    Unit 7

    Table of Contents

    May 08, 2026 #

    Types of Capital #

    A) Owned/Borrowed Capital.
    B) Fixed/Floating Capital.
    C) Working Capital.
    D) Gross Working Capital.
    E) Net Working Capital.
    F) Net Operating Working Capital.

    Types of Revenue #

    A) Operating Revenue #

    1. Sales Revenue.
    2. Service Revenue.

    B) Gross Revenue #

    Gross revenue, often known as gross sales, is the entire amount of money your firm makes in a given accounting period before any deductions.

    C) Net Revenue #

    The value of a company’s income after discounts, item returns, and business expenditures like commissions is referred to as net revenue or net sales.

    D) Deferred Revenue #

    The income a firm makes before providing services or commodities to a client is referred to as deferred revenue or unearned revenue.

    E) Accrued Revenue #

    The income earned by a firm for supplying products or services that have not yet been paid for by a client. It’s income that a company recognises but has yet to realise.

    Classification of Expenditure #

    A) Capital Expenditure.
    B) Revenue Expenditure.
    C) Deferred Revenue Expenditure:

    Deferred revenue expenditure refers to a type of spending that is revenue in nature but whose benefits last for more than one accounting period. Although the entire amount is usually spent in a single year, it is not fully charged to the Profit & Loss Account in that year because the benefit will be enjoyed over several future periods.

    Classification of Receipts #

    A) Revenue Receipts.
    B) Capital Receipts.

    Profits/Losses #

    A) Capital Profits/Losses.
    B) Revenue Profits/Losses.

    Contingent #

    A) Contingent Assets.
    B) Contingent Liabilities.

    \ No newline at end of file +Unit 12 → \ No newline at end of file diff --git a/docs/uninotes/s1/fa-dcm1108/index.html b/docs/uninotes/s1/fa-dcm1108/index.html index bb22533..3cab9df 100644 --- a/docs/uninotes/s1/fa-dcm1108/index.html +++ b/docs/uninotes/s1/fa-dcm1108/index.html @@ -6,4 +6,4 @@ Subscribe

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      S1 GE DCM1106 -Live

      Unit 1

      Table of Contents

      April 12, 2026 #

      Theories on the Origin of Language #

      Types of Theories #

      A) Divine.
      B) Bow-Bow.
      C) Pooh-Pooh.
      D) Ding-Dong.
      E) Gesture.
      F) Yo-He-Ho.
      G) Musical.
      H) Tool-Making.
      I) Evolutionary.
      J) Symbolic.
      K) Contemporary Perspective.

      \ No newline at end of file +Live

      Unit 1

      Table of Contents

      April 12, 2026 #

      Theories on the Origin of Language #

      Types of Theories #

      A) Divine.
      B) Bow-Bow.
      C) Pooh-Pooh.
      D) Ding-Dong.
      E) Gesture.
      F) Yo-He-Ho.
      G) Musical.
      H) Tool-Making.
      I) Evolutionary.
      J) Symbolic.
      K) Contemporary Perspective.

      \ No newline at end of file diff --git a/docs/uninotes/s1/index.html b/docs/uninotes/s1/index.html index fd68288..a480a0e 100644 --- a/docs/uninotes/s1/index.html +++ b/docs/uninotes/s1/index.html @@ -6,4 +6,4 @@ Subscribe

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      4. PBM DCM1110
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      PBM DCM1110

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      S1 PBM DCM1110 -Live

      Unit 1

      Table of Contents

      April 12, 2026 #

      Introduction #

      Management is a process where is an environment is developed to achieve the predefined goals and objectives through planning, organising, directing and controlling.

      \ No newline at end of file +Live

      Unit 1

      Table of Contents

      April 12, 2026 #

      Introduction #

      Management is a process where is an environment is developed to achieve the predefined goals and objectives through planning, organising, directing and controlling.

      \ No newline at end of file diff --git a/docs/uninotes/s1/pbm-dcm1110/unit1/self/index.html b/docs/uninotes/s1/pbm-dcm1110/unit1/self/index.html index 17060b6..26c343c 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit1/self/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit1/self/index.html @@ -65,4 +65,4 @@ Blog posts
      S1 PBM DCM1110 -Self

      Unit 1

      Table of Contents

      April 5, 2026 #

      Characteristics of Management #

      A) Goal Oriented.
      B) Pervasive.
      C) Multidimentional:
               (i) Management of People.
               (ii) Management of Operations.
      D) Continuous.
      E) Dynamic.
      F) Group Activity.
      G) Intangible.

      Functions of Management #

      A) Planning.
      B) Organising.
      C) Staffing.
      D) Directing.
      E) Controlling.

      A) Planning #

      1. Determine the goals or mission of the organisation.
      2. Forecast future conditions.
      3. Select the best course of action.
      4. Formulate policies, procedures, budgets.

      B) Organising #

      1. Identify and analyse activities required to be operated on.
      2. Group similar activities.
      3. Assign duties to individuals.
      4. Delegate authority and responsibility to the individuals in managerial roles.
      5. Establish and announce clear authority relationships to ensure coordination and control.

      C) Staffing #

      1. Recruitment and selection.
      2. Training.
      3. Performance appraisal.

      D) Directing #

      1. Leadership and supervision.
      2. Motivation.
      3. Communication.

      E) Controlling #

      1. Establish performance standards.
      2. Measure performance.
      3. Compare performance with the standards.
      4. Identify reasons for deviations.
      5. Implement corrective actions.
      6. Use feedback to evaluate performance improvement.

      Significance of Management #

      A) Optimum unilization of resources.
      B) Minimisation of costs.
      C) Achievement of group goals.
      D) Organisational stability.

      Scope of Management #

      A) Production Management.
      B) Personal Management.
      C) Marketing Management.
      D) Financial Management.

      \ No newline at end of file +Self

      Unit 1

      Table of Contents

      April 5, 2026 #

      Characteristics of Management #

      A) Goal Oriented.
      B) Pervasive.
      C) Multidimentional:
               (i) Management of People.
               (ii) Management of Operations.
      D) Continuous.
      E) Dynamic.
      F) Group Activity.
      G) Intangible.

      Functions of Management #

      A) Planning.
      B) Organising.
      C) Staffing.
      D) Directing.
      E) Controlling.

      A) Planning #

      1. Determine the goals or mission of the organisation.
      2. Forecast future conditions.
      3. Select the best course of action.
      4. Formulate policies, procedures, budgets.

      B) Organising #

      1. Identify and analyse activities required to be operated on.
      2. Group similar activities.
      3. Assign duties to individuals.
      4. Delegate authority and responsibility to the individuals in managerial roles.
      5. Establish and announce clear authority relationships to ensure coordination and control.

      C) Staffing #

      1. Recruitment and selection.
      2. Training.
      3. Performance appraisal.

      D) Directing #

      1. Leadership and supervision.
      2. Motivation.
      3. Communication.

      E) Controlling #

      1. Establish performance standards.
      2. Measure performance.
      3. Compare performance with the standards.
      4. Identify reasons for deviations.
      5. Implement corrective actions.
      6. Use feedback to evaluate performance improvement.

      Significance of Management #

      A) Optimum unilization of resources.
      B) Minimisation of costs.
      C) Achievement of group goals.
      D) Organisational stability.

      Scope of Management #

      A) Production Management.
      B) Personal Management.
      C) Marketing Management.
      D) Financial Management.

      \ No newline at end of file diff --git a/docs/uninotes/s1/pbm-dcm1110/unit2/index.html b/docs/uninotes/s1/pbm-dcm1110/unit2/index.html index e0c06ee..4d83a54 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit2/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit2/index.html @@ -12,4 +12,4 @@ Blog posts
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      \ No newline at end of file diff --git a/docs/uninotes/s1/pbm-dcm1110/unit2/self/index.html b/docs/uninotes/s1/pbm-dcm1110/unit2/self/index.html index 51b1306..586d8a3 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit2/self/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit2/self/index.html @@ -58,4 +58,4 @@ manpower among different departments or projects. Effective allocation ensures t are met and the organisation runs efficiently.

    • Negotiator: The manager represents the organisation in negotiations with employees, suppliers, customers, or other external parties. They work to reach agreements that are beneficial for both the organisation and its stakeholders.

      • \ No newline at end of file +Unit 3 → \ No newline at end of file diff --git a/docs/uninotes/s1/pbm-dcm1110/unit3/index.html b/docs/uninotes/s1/pbm-dcm1110/unit3/index.html index 134db47..bcad20a 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit3/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit3/index.html @@ -12,4 +12,4 @@ Blog posts
      S1 -PBM DCM1110

      Unit 3

      Choose type:

      Self
      Self-study notes
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      \ No newline at end of file +PBM DCM1110

      Unit 3

      Choose type:

      Self
      Self-study notes
      Live
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      \ No newline at end of file diff --git a/docs/uninotes/s1/pbm-dcm1110/unit3/self/index.html b/docs/uninotes/s1/pbm-dcm1110/unit3/self/index.html index 8897cbd..6d1476f 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit3/self/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit3/self/index.html @@ -18,4 +18,4 @@ Blog posts
      S1 PBM DCM1110 Self

      Unit 3

      Table of Contents

      April 15, 2026 #

      Classical approach comprised the following three approaches: #

      A) Scientific Management #

      In scientific management, scientific methods are used to study and analyse the problems in factories and businesses. It involves the use of rational methods, understanding issues, and finding relevant & practical solutions. The main contribution in scientific management is of Frederick Winslow Taylor, who is well renowned as ‘The father of scientific management’.

      B) Administration Management #

      It is mainly related to the performance of managers and has defined various functions of administration. In administration management, the emphasis is laid on evaluating the existing processes, identifying the underlying principles, and developing the management theories. These functions are interlinked and help managers perform effectively. The major contribution towards administration management is from Henry Fayol.

      C) Bureaucratic Management #

      This approach was founded by Max Weber, who believed bureaucracy is the best for the optimum utilisation of resources in an organisation. Such an approach is generally followed in government and military organisations. Bureaucratic management has a well-defined hierarchy, lines of authority, and procedures. Various rules and procedures are formed in bureaucracy to guide the functioning of an organisation.

      Mechanisms of Scientific Management #

      A) Separation of Planning and Doing.
      B) Functional Foremanship - Training Department/Functional Department.
      C) Job Analysis.
      D) Standardisation.
      E) Scientific Selection and Training of Workers.
      F) Financial Incentives.
      G) Economy.
      H) Mental Revolution.

      Henri Fayol’s 14 Principles of Management #

      1. Division of work.
      2. Authority and responsibility.
      3. Discipline.
      4. Unity of command.
      5. Unity of direction.
      6. Subordination of individual to general interest.
      7. Remuneration.
      8. Centralisation and decentralisation.
      9. Scalar chain.
      10. Order.
      11. Equity.
      12. Stability of tenure.
      13. Initiative.
      14. Esprit de Corps.

      3 types of Authority in an organisation according to Max Weber #

      1. Traditional Authority.
      2. Charismatic Authority.
      3. Legal-Rational Authority.

      A) Official and Regular Business Operations.
      B) Well-Defined Rules and Procedures.
      C) Clearly Defined Authority and Supervision.
      D) Separation of Personal and Official Affairs.
      E) Written Documentation.
      F) Division of Labour and Specialisation.
      G) Hierarchical Structure of Authority.
      H) System of Abstract and Formal Rules.

      \ No newline at end of file +Unit 4 → \ No newline at end of file diff --git a/docs/uninotes/s1/pbm-dcm1110/unit4/index.html b/docs/uninotes/s1/pbm-dcm1110/unit4/index.html index c15f283..f31a6f6 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit4/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit4/index.html @@ -12,4 +12,4 @@ Blog posts
      S1 -PBM DCM1110

      Unit 4

      Choose type:

      Self
      Self-study notes
      Live
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      \ No newline at end of file +PBM DCM1110

      Unit 4

      Choose type:

      Self
      Self-study notes
      Live
      Not available
      \ No newline at end of file diff --git a/docs/uninotes/s1/pbm-dcm1110/unit4/self/index.html b/docs/uninotes/s1/pbm-dcm1110/unit4/self/index.html index 488353d..8bc5c5a 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit4/self/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit4/self/index.html @@ -23,4 +23,4 @@ Blog posts
      S1 PBM DCM1110 -Self

      Unit 4

      Table of Contents

      April 20, 2026 #

      Neoclassical Approaches #

      A) Human Relations Movement #

      Factors affecting the Human Relations Movement:

      1. Contribution of Elton Mayo #

      The Hawthorne Experiments: A Landmark in Human Relations

      Four Experiments:

      1. Illumination Experiments (1924–1927): Examined how changes in lighting affected worker productivity.
      2. Relay Assembly Test Room Experiments (1927–1928): Studied the impact of altered work conditions, such as hours and rest breaks, on output.
      3. Mass Interviewing Programme (1928–1930): Investigated employees’ attitudes, feelings, and perceptions toward their work.
      4. Bank Wiring Observation Room Experiments (1931–1932): Explored the effects of informal social groups on individual behaviour and productivity.

      B) Behavioral Approach #

      This approach focuses on understanding how individuals think, feel, and behave within organisational settings. Drawing insights from disciplines such as psychology, sociology, anthropology, and economics, it emphasises the importance of studying human behaviour scientifically to develop effective management practices.

      1. Abraham Maslow’s Hierarchy of Needs Theory #

      1. Physiological Needs (Basic Needs).
      2. Safety and Security Needs.
      3. Social Needs (Belongingness and Love).
      4. Esteem Needs.
      5. Self-Actualisation Needs (Highest Level).

      2. Douglas McGregor’s Theory of Motivation #

      1. Theory X: If managers think employees dislike work and avoid responsibility, they will adopt a strict, controlling style.
      2. Theory Y: If managers believe employees are self-motivated and capable of self-direction, they will encourage participation and creativity.
      \ No newline at end of file +Self

      Unit 4

      Table of Contents

      April 20, 2026 #

      Neoclassical Approaches #

      A) Human Relations Movement #

      Factors affecting the Human Relations Movement:

      1. Contribution of Elton Mayo #

      The Hawthorne Experiments: A Landmark in Human Relations

      Four Experiments:

      1. Illumination Experiments (1924–1927): Examined how changes in lighting affected worker productivity.
      2. Relay Assembly Test Room Experiments (1927–1928): Studied the impact of altered work conditions, such as hours and rest breaks, on output.
      3. Mass Interviewing Programme (1928–1930): Investigated employees’ attitudes, feelings, and perceptions toward their work.
      4. Bank Wiring Observation Room Experiments (1931–1932): Explored the effects of informal social groups on individual behaviour and productivity.

      B) Behavioral Approach #

      This approach focuses on understanding how individuals think, feel, and behave within organisational settings. Drawing insights from disciplines such as psychology, sociology, anthropology, and economics, it emphasises the importance of studying human behaviour scientifically to develop effective management practices.

      1. Abraham Maslow’s Hierarchy of Needs Theory #

      1. Physiological Needs (Basic Needs).
      2. Safety and Security Needs.
      3. Social Needs (Belongingness and Love).
      4. Esteem Needs.
      5. Self-Actualisation Needs (Highest Level).

      2. Douglas McGregor’s Theory of Motivation #

      1. Theory X: If managers think employees dislike work and avoid responsibility, they will adopt a strict, controlling style.
      2. Theory Y: If managers believe employees are self-motivated and capable of self-direction, they will encourage participation and creativity.
      \ No newline at end of file diff --git a/docs/uninotes/s2/index.html b/docs/uninotes/s2/index.html index 1a257d9..dfab44e 100644 --- a/docs/uninotes/s2/index.html +++ b/docs/uninotes/s2/index.html @@ -6,4 +6,4 @@ Subscribe

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        S2

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                        S6

                          \ No newline at end of file diff --git a/layouts/_partials/body/body-end.html b/layouts/_partials/body/body-end.html index b4a67e2..59eda4c 100644 --- a/layouts/_partials/body/body-end.html +++ b/layouts/_partials/body/body-end.html @@ -67,6 +67,16 @@ logoutBtn.textContent = 'Log Out'; logoutBtn.addEventListener('click', doLogout); + // ── Admin link for hyzen only ── + if (uname === 'hyzen') { + var adminLink = document.createElement('a'); + adminLink.className = 'brand__auth-user-admin'; + adminLink.href = '/admin/'; + adminLink.textContent = 'User Management'; + dropdown.appendChild(adminLink); + } + + dropdown.appendChild(logoutBtn); dropdown.appendChild(logoutBtn); userWrap.appendChild(userBtn); userWrap.appendChild(dropdown); diff --git a/layouts/admin/single.html b/layouts/admin/single.html new file mode 100644 index 0000000..2c5c2fc --- /dev/null +++ b/layouts/admin/single.html @@ -0,0 +1,181 @@ +{{ define "main" }} + + + + + + +{{ end }} diff --git a/static/css/custom.css b/static/css/custom.css index 56efaf6..c6c352b 100644 --- a/static/css/custom.css +++ b/static/css/custom.css @@ -1331,3 +1331,283 @@ .otp-panel__resend-btn:hover { opacity: 0.8; } +/* ── Comments section ─────────────────────────────────────────────────────── */ + +.comments { + margin-top: 3rem; + padding-top: 2rem; + border-top: 1px solid var(--background-color1, #ddd); +} + +.comments__title { + font-size: 1.15rem; + font-weight: 700; + margin-bottom: 1.2rem; +} + +.comments__login-msg { + font-size: 0.9rem; + margin-bottom: 1.2rem; + color: var(--foreground-color3, #888); +} + +.comments__empty { + font-size: 0.88rem; + color: var(--foreground-color3, #888); +} + +.comments__error { + font-size: 0.88rem; + color: var(--error-color, #c0392b); +} + +/* ── Comment form ── */ + +.comment-form { + margin-bottom: 1.5rem; +} + +.comment-form__input { + width: 100%; + box-sizing: border-box; + padding: 0.6rem 0.8rem; + border: 1px solid var(--background-color1, #ccc); + border-radius: 4px; + background: var(--background-color); + color: var(--foreground-color); + font: inherit; + font-size: 0.9rem; + resize: vertical; + outline: none; + transition: border-color 0.2s; +} + +.comment-form__input:focus { + border-color: var(--accent-color); +} + +.comment-form__footer { + display: flex; + justify-content: space-between; + align-items: center; + margin-top: 0.4rem; +} + +.comment-form__counter { + font-size: 0.75rem; + color: var(--foreground-color3, #999); +} + +.comment-form__submit { + padding: 0.35rem 0.9rem; + background: var(--accent-color); + color: #fff; + border: none; + border-radius: 4px; + font: inherit; + font-size: 0.85rem; + cursor: pointer; + transition: opacity 0.15s; +} + +.comment-form__submit:hover { + opacity: 0.85; +} +.comment-form__submit:disabled { + opacity: 0.5; + cursor: not-allowed; +} + +.comment-form__error { + font-size: 0.8rem; + color: var(--error-color, #c0392b); + margin-top: 0.3rem; + min-height: 1rem; +} + +/* ── Individual comments ── */ + +.comment { + margin-bottom: 1.2rem; + padding: 0.75rem 0.9rem; + border: 1px solid var(--background-color1, #e0e0e0); + border-radius: 6px; + background: var(--background-color); +} + +.comment--reply { + margin-top: 0.7rem; + margin-left: 1.5rem; + border-left: 3px solid var(--accent-color); + border-radius: 0 6px 6px 0; +} + +.comment__meta { + display: flex; + align-items: center; + gap: 0.6rem; + margin-bottom: 0.4rem; + flex-wrap: wrap; +} + +.comment__author { + font-weight: 600; + font-size: 0.88rem; +} + +.comment__time { + font-size: 0.78rem; + color: var(--foreground-color3, #999); +} + +.comment__actions { + margin-left: auto; + display: flex; + gap: 0.5rem; +} + +.comment__action { + background: none; + border: none; + padding: 0; + font: inherit; + font-size: 0.78rem; + cursor: pointer; + color: var(--foreground-color3, #888); + text-decoration: underline; +} + +.comment__action:hover { + color: var(--accent-color); +} + +.comment__action--delete:hover { + color: var(--error-color, #c0392b); +} + +.comment__body { + font-size: 0.9rem; + line-height: 1.55; + margin: 0; + white-space: pre-wrap; + word-break: break-word; +} + +.comment__deleted { + font-size: 0.85rem; + color: var(--foreground-color3, #aaa); + font-style: italic; +} + +.comment__reply-form { + margin-top: 0.7rem; +} + +.comment__replies { + margin-top: 0.5rem; +} + +/* ── Admin dropdown link ─────────────────────────────────────────────────── */ + +.brand__auth-user-admin { + display: block; + width: 100%; + padding: 0.5rem 1rem; + font: inherit; + font-size: 0.85rem; + text-align: left; + color: var(--foreground-color); + text-decoration: none; + white-space: nowrap; +} + +.brand__auth-user-admin:hover { + background: var(--background-color1); + color: var(--accent-color); +} + +/* ── Admin user management table ─────────────────────────────────────────── */ + +.admin-table { + width: 100%; + border-collapse: collapse; + font-size: 0.88rem; + margin-top: 1rem; +} + +.admin-table th, +.admin-table td { + padding: 0.55rem 0.75rem; + text-align: left; + border-bottom: 1px solid var(--background-color1, #e0e0e0); +} + +.admin-table th { + font-weight: 700; + background: var(--background-color1, #f5f5f5); +} + +.admin-table tr:last-child td { + border-bottom: none; +} + +.admin-actions { + white-space: nowrap; + display: flex; + gap: 0.4rem; +} + +.admin-badge { + display: inline-block; + padding: 0.15rem 0.5rem; + border-radius: 3px; + font-size: 0.75rem; + font-weight: 600; +} + +.admin-badge--active { + background: #d4edda; + color: #155724; +} +.admin-badge--blocked { + background: #f8d7da; + color: #721c24; +} + +.admin-btn { + padding: 0.25rem 0.65rem; + border: none; + border-radius: 4px; + font: inherit; + font-size: 0.78rem; + cursor: pointer; + font-weight: 600; + transition: opacity 0.15s; +} + +.admin-btn:disabled { + opacity: 0.5; + cursor: not-allowed; +} + +.admin-btn--block { + background: #ffc107; + color: #333; +} +.admin-btn--unblock { + background: #28a745; + color: #fff; +} +.admin-btn--delete { + background: #dc3545; + color: #fff; +} + +.admin-btn:not(:disabled):hover { + opacity: 0.85; +} + +.admin-error { + color: var(--error-color, #c0392b); + font-size: 0.88rem; +}