diff --git a/content/uninotes/bo-dcm1109-unit2/_index.md b/content/uninotes/bo-dcm1109-unit2/_index.md
new file mode 100644
index 0000000..71f2609
--- /dev/null
+++ b/content/uninotes/bo-dcm1109-unit2/_index.md
@@ -0,0 +1,8 @@
++++
+draft = false
+title = 'Unit 2'
+unit = 'Unit 2'
+weight = 2
+layout = 'unit-choice'
+url = '/uninotes/s1/bo-dcm1109/unit2/'
++++
diff --git a/content/uninotes/bo-dcm1109-unit2/self.md b/content/uninotes/bo-dcm1109-unit2/self.md
new file mode 100644
index 0000000..99f8935
--- /dev/null
+++ b/content/uninotes/bo-dcm1109-unit2/self.md
@@ -0,0 +1,25 @@
++++
+draft = false
+semester = ['S1']
+subjectcode = ['BO DCM1109']
+unit = 'Unit 2'
+notecategory = 'Self'
+title = 'Unit 2'
+toc = true
+weight = 2
+url = '/uninotes/s1/bo-dcm1109/unit2/self/'
+uniturl = '/uninotes/s1/bo-dcm1109/unit2/'
++++
+
+### ***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.
diff --git a/content/uninotes/ge-dcm1106-unit1/_index.md b/content/uninotes/ge-dcm1106-unit1/_index.md
new file mode 100644
index 0000000..06ed8b6
--- /dev/null
+++ b/content/uninotes/ge-dcm1106-unit1/_index.md
@@ -0,0 +1,8 @@
++++
+draft = false
+title = 'Unit 1'
+unit = 'Unit 1'
+weight = 1
+layout = 'unit-choice'
+url = '/uninotes/s1/pbm-dcm1110/unit1/'
++++
diff --git a/content/uninotes/ge-dcm1106-unit1/live.md b/content/uninotes/ge-dcm1106-unit1/live.md
new file mode 100644
index 0000000..842a970
--- /dev/null
+++ b/content/uninotes/ge-dcm1106-unit1/live.md
@@ -0,0 +1,31 @@
++++
+draft = false
+semester = ['S1']
+subjectcode = ['GE DCM1106']
+unit = 'Unit 1'
+notecategory = 'Live'
+title = 'Unit 1'
+toc = true
+weight = 1
+url = '/uninotes/s1/ge-dcm1106/unit1/live/'
+uniturl = '/uninotes/s1/ge-dcm1106/unit1/'
++++
+
+### ***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.
+
diff --git a/content/uninotes/pbm-dcm1110-unit2/_index.md b/content/uninotes/pbm-dcm1110-unit2/_index.md
new file mode 100644
index 0000000..d341f02
--- /dev/null
+++ b/content/uninotes/pbm-dcm1110-unit2/_index.md
@@ -0,0 +1,8 @@
++++
+draft = false
+title = 'Unit 2'
+unit = 'Unit 2'
+weight = 2
+layout = 'unit-choice'
+url = '/uninotes/s1/pbm-dcm1110/unit2/'
++++
diff --git a/content/uninotes/pbm-dcm1110-unit2/self.md b/content/uninotes/pbm-dcm1110-unit2/self.md
new file mode 100644
index 0000000..4b8a699
--- /dev/null
+++ b/content/uninotes/pbm-dcm1110-unit2/self.md
@@ -0,0 +1,183 @@
++++
+draft = false
+semester = ['S1']
+subjectcode = ['PBM DCM1110']
+unit = 'Unit 2'
+notecategory = 'Self'
+title = 'Unit 2'
+toc = true
+weight = 2
+url = '/uninotes/s1/pbm-dcm1110/unit2/self/'
+uniturl = '/uninotes/s1/pbm-dcm1110/unit2/'
++++
+
+### ***April 12, 2026***
+
+## Behaviors of Managers
+
+### A) Coaching managers
+Coaching managers usually take on a teacher-like role, and they have an excellent understanding of
+the different stages of professional development. They love to motivate their employees to improve.
+They do this by helping them build strong personal relationships. Some of the most common
+qualities of a coaching manager include:
+
+* Educating every employee of the organisation.
+* Looking after the long-term professional development of their employees.
+* Bringing the team together whilst also evaluating each individual's progress.
+
+### B) Authoritative managers
+Authoritative managers make sure that they are handling most of the decision-making and task
+delegation by themselves, whilst also making sure that they are maintaining a strict protocol in their
+office. They most often focus on adhering to rules and making sure that employees complete tasks
+as per the company’s standard of quality. Some of the common qualities of an authoritative manager
+include:
+
+* Giving importance to rules and operation standards.
+* Motivating their employees to give their best and also holding employees accountable.
+* Taking disciplinary actions when necessary.
+
+### C) Results-based managers
+Results-based managers mainly concentrate on whether or not employees meet their goals. They
+are more concerned with the completion of work by the employees rather than how they do it. This
+gives employees some power to make decisions and come up with their own methods for success.
+Some of the common qualities of a results-based manager include:
+
+* Being lenient in terms of rules and protocols.
+* Finding out ways to ensure that their employees work most effectively.
+* Focusing only on completion of work, not on how it gets accomplished.
+
+### D) Strategic managers
+Strategic managers build their management style around the end result that they want to achieve.
+They delegate authority to lower-level supervisors so they can focus on developing the ultimate
+long-term strategy for success. Some of the most common qualities of a strategic manager include:
+
+* Delegating responsibility to lower-level supervisors but not otherwise strongly involved
+in day-to-day tasks.
+* Focusing on the overall goal of their projects rather than minor details.
+* Working independently to create plans for their employees that they can undertake on their
+own.
+
+### E) Proactive managers
+Proactive managers are always offering help and advice. They also remain positive even in times of
+crisis. They typically focus on what actions they can take to overcome or solve any challenges that
+might arise. With a hands-on approach, they try to meet those challenges. Some of the most common
+qualities of a proactive manager include:
+
+* Being enthusiastic about meeting goals through collaboration with employees.
+* Showing confidence in the abilities of their employees.
+* Being supportive of employees and always ready to help them.
+
+### F) Laissez-faire managers
+Laissez-faire managers make sure that they meet their goals, but they typically do not offer much
+help or supervision during work operations. They delegate most of the day-to-day and long-term
+responsibilities to their employees. If you prefer to work autonomously, you might work well under
+a laissez-faire manager. Some of the common qualities of a laissez-faire manager include:
+
+* Remaining hands-off with daily performance.
+* Delegating responsibility to employees and stepping back.
+* Giving employees autonomy to make decisions and complete tasks on their own.
+
+### G) Democratic managers
+Democratic managers listen to input given by employees and welcome the employees to be a part
+of the decision-making process. They try to make every member of a team crucial to a project's
+completion. An office led by a democratic manager focuses on teamwork. Some of the common
+qualities of a democratic manager include:
+
+* Open to suggestions and criticism.
+* Understanding of employees' points of view.
+* Emphasising collaboration among employees and the team as a whole.
+
+### H) Visionary managers
+Visionary managers rely on strategies to make a plan for their team, and then they ultimately allow
+their employees to work autonomously. However, they also check in with employees regularly to
+ensure that productivity is in line with their vision and goals. Some of the common qualities of a
+visionary manager include:
+
+* Staying fair but also being serious about achieving desired results.
+* Offering quality feedback to the employees.
+* Trusting employees as long as they adhere to the well-planned strategy.
+
+### I) Transformational managers
+Transformational managers are enthusiastic about the growth of their employees. They also learn
+how to adapt to changes in their industry. They motivate employees to go beyond their comfort
+zones and constantly improve. Some of the common qualities of a transformational manager include:
+
+* Being creative in terms of approaches to new tasks and methods of operation.
+* Motivating and challenging employees to adapt to changes.
+* Being heavily involved in work processes.
+* Supporting employees.
+
+### J) Charismatic managers
+Charismatic managers give priority to building strong personal relationships with their employees.
+They also try to cater to their employees' needs whenever they can. This can motivate employees to
+strive to work effectively and efficiently in order to gratify their manager. Some of the common
+qualities of a charismatic manager include:
+
+* Being friendly and charming when working with employees and supervisors.
+* Showing kindness to employees instead of being authoritative.
+* Providing constant support and help when necessary.
+
+## Characteristics of Managers
+
+A) They are responsible for the performance of tasks.
+B) They maintain balance between goals and define priorities.
+C) They think rationally and conceptually.
+D) They act as mediators.
+E) They make complicated decisions.
+
+## Managerial Skills
+
+### A) Conceptual Skills
+
+* Solving business problems by analysing information.
+* Identifying new opportunities and areas for innovation.
+* Recognising problem areas and developing solutions.
+* Selecting key information from large amounts of data.
+* Understanding how technology supports business operations.
+* Having a clear understanding of the organisation’s business model and goals.
+
+### B) Human Skills
+
+* Interviewing and selecting employees.
+* Motivating and guiding team members.
+* Resolving conflicts and maintaining harmony.
+* Building partnerships and encouraging teamwork.
+
+### C) Technical Skills
+
+* Using computer software or operating machinery.
+* Designing a brochure or preparing a financial report.
+* Training employees to use a new budgeting system.
+
+## Roles of a Manager
+
+### A) Interpersonal Roles
+
+1. Figurehead- attending meetings, signing legal documents, welcoming visitors, or
+inaugurating company events.
+2. Leader.
+3. Liaison.
+
+### B) Informational Roles
+
+1. Monitor - gathers information.
+2. Disseminator - shares information.
+3. Spokesperson - represents.
+
+### C) Decisional Roles
+
+1. Entrepreneur: The manager identifies opportunities for improvement and innovation. They take
+the initiative to start new projects, introduce new products, or adopt better methods to improve
+efficiency and competitiveness.
+
+2. Disturbance Handler: In this role, the manager deals with unexpected problems or conflicts.
+This may include resolving employee disputes, handling crises, or managing supply shortages.
+The goal is to maintain stability and prevent disruption in operations.
+
+3. Resource Allocator: The manager decides how to distribute resources like money, time, and
+manpower among different departments or projects. Effective allocation ensures that priorities
+are met and the organisation runs efficiently.
+
+4. 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.
diff --git a/docs/css/custom.css b/docs/css/custom.css
index ee697df..0e032de 100644
--- a/docs/css/custom.css
+++ b/docs/css/custom.css
@@ -1,6 +1,6 @@
/* ── TOC: gap between TOC and first content line ────────────────────────── */
.toc {
- margin-bottom: 1.65rem;
+ margin-bottom: 1.73rem;
}
/* ── TOC: hide phantom empty bullet when post starts with ### (h3) ──────── */
diff --git a/docs/css/style.css b/docs/css/style.css
new file mode 100644
index 0000000..37d945c
--- /dev/null
+++ b/docs/css/style.css
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+/*
+Styles are mobile-first. Desktop styles are wrapped in media queries.
+Naming convention: BEM (Block, Element, Modifier). When it's difficult to add classes, I will use tag names.
+*/
+*,
+*::before,
+*::after {
+ box-sizing: border-box; }
+
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+a {
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+ margin: 0; }
+
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+ margin-left: 16px;
+ margin-right: 16px; }
+
+@media (min-width: 800px) {
+ .body {
+ width: 768px;
+ margin-left: auto;
+ margin-right: auto; } }
+
+:root {
+ --background-color: #171414;
+ --background-color1: #fff;
+ --foreground-color: #e3e1db;
+ --foreground-color3: #ccc3b3;
+ --accent-color: #fff; }
+
+@media (prefers-color-scheme: light) {
+ :root {
+ --background-color: #fbf1c7;
+ --background-color1: #ebdbb2;
+ --foreground-color: #3c3836;
+ --foreground-color3: #665c54;
+ --accent-color: #af3a03; } }
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+.body {
+ background-color: var(--background-color);
+ color: var(--foreground-color); }
+
+h1,
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+
+a {
+ color: var(--accent-color); }
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+
+.brand {
+ display: flex;
+ align-items: center;
+ gap: 6.9px;
+ margin-bottom: -18px; }
+
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+ height: 37px;
+ padding: 0px; }
+
+.footer {
+ border-top: 1px solid var(--background-color1); }
+
+blockquote {
+ background-color: var(--background-color1); }
+ [dir=rtl] blockquote {
+ border-right: 0.5rem solid var(--accent-color); }
+ [dir=ltr] blockquote {
+ border-left: 0.5rem solid var(--accent-color); }
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+:not(pre) > code {
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+
+hr {
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+
+table {
+ background-color: var(--background-color1); }
+
+td,
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+
+figcaption {
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+
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+ background-color: #fbf1c7; }
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+ background-color: #9d0006; }
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+/* GenericEmph */
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+ /* NameVariableClass */
+ /* NameVariableGlobal */
+ /* NameVariableInstance */
+ /* NameVariableMagic */
+ /* Literal */
+ /* LiteralDate */
+ /* LiteralString */
+ .chroma .s {
+ color: #b8bb26; }
+ /* LiteralStringAffix */
+ .chroma .sa {
+ color: #b8bb26; }
+ /* LiteralStringBacktick */
+ .chroma .sb {
+ color: #b8bb26; }
+ /* LiteralStringChar */
+ .chroma .sc {
+ color: #b8bb26; }
+ /* LiteralStringDelimiter */
+ .chroma .dl {
+ color: #b8bb26; }
+ /* LiteralStringDoc */
+ .chroma .sd {
+ color: #b8bb26; }
+ /* LiteralStringDouble */
+ .chroma .s2 {
+ color: #b8bb26; }
+ /* LiteralStringEscape */
+ .chroma .se {
+ color: #b8bb26; }
+ /* LiteralStringHeredoc */
+ .chroma .sh {
+ color: #b8bb26; }
+ /* LiteralStringInterpol */
+ .chroma .si {
+ color: #b8bb26; }
+ /* LiteralStringOther */
+ .chroma .sx {
+ color: #b8bb26; }
+ /* LiteralStringRegex */
+ .chroma .sr {
+ color: #b8bb26; }
+ /* LiteralStringSingle */
+ .chroma .s1 {
+ color: #b8bb26; }
+ /* LiteralStringSymbol */
+ .chroma .ss {
+ color: #83a598; }
+ /* LiteralNumber */
+ .chroma .m {
+ color: #d3869b; }
+ /* LiteralNumberBin */
+ .chroma .mb {
+ color: #d3869b; }
+ /* LiteralNumberFloat */
+ .chroma .mf {
+ color: #d3869b; }
+ /* LiteralNumberHex */
+ .chroma .mh {
+ color: #d3869b; }
+ /* LiteralNumberInteger */
+ .chroma .mi {
+ color: #d3869b; }
+ /* LiteralNumberIntegerLong */
+ .chroma .il {
+ color: #d3869b; }
+ /* LiteralNumberOct */
+ .chroma .mo {
+ color: #d3869b; }
+ /* Operator */
+ .chroma .o {
+ color: #fe8019; }
+ /* OperatorWord */
+ .chroma .ow {
+ color: #fe8019; }
+ /* Punctuation */
+ /* Comment */
+ .chroma .c {
+ color: #928374;
+ font-style: italic; }
+ /* CommentHashbang */
+ .chroma .ch {
+ color: #928374;
+ font-style: italic; }
+ /* CommentMultiline */
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+ color: #928374;
+ font-style: italic; }
+ /* CommentSingle */
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+ color: #928374;
+ font-style: italic; }
+ /* CommentSpecial */
+ .chroma .cs {
+ color: #928374;
+ font-style: italic; }
+ /* CommentPreproc */
+ .chroma .cp {
+ color: #8ec07c; }
+ /* CommentPreprocFile */
+ .chroma .cpf {
+ color: #8ec07c;
+ font-style: italic; }
+ /* Generic */
+ /* GenericDeleted */
+ .chroma .gd {
+ color: #282828;
+ background-color: #fb4934; }
+ /* GenericEmph */
+ .chroma .ge {
+ color: #83a598;
+ text-decoration: underline; }
+ /* GenericError */
+ .chroma .gr {
+ background-color: #fb4934;
+ font-weight: bold; }
+ /* GenericHeading */
+ .chroma .gh {
+ color: #b8bb26;
+ font-weight: bold; }
+ /* GenericInserted */
+ .chroma .gi {
+ color: #282828;
+ background-color: #b8bb26; }
+ /* GenericOutput */
+ .chroma .go {
+ color: #504945; }
+ /* GenericPrompt */
+ /* GenericStrong */
+ /* GenericSubheading */
+ .chroma .gu {
+ color: #b8bb26;
+ font-weight: bold; }
+ /* GenericTraceback */
+ .chroma .gt {
+ background-color: #fb4934;
+ font-weight: bold; }
+ /* GenericUnderline */
+ /* TextWhitespace */ }
+
+pre:not(.chroma),
+.bg,
+.chroma,
+.highlight {
+ background-color: var(--background-color1); }
+
+.html {
+ font-size: 18px; }
+
+.body {
+ font-family: sans-serif;
+ line-height: 1.5; }
+
+p,
+ul,
+ol,
+h1,
+h2,
+h3,
+h4,
+h5,
+h6 {
+ overflow-wrap: break-word; }
+
+.toc {
+ margin-block: 1rem; }
+ .toc__summary {
+ font-weight: bolder;
+ cursor: pointer; }
+
+blockquote {
+ padding: 0.5rem; }
+
+hr {
+ border: none;
+ height: 1px; }
+
+figure {
+ margin-inline: 0; }
+
+.heading__anchor {
+ display: none; }
+
+.heading:hover > .heading__anchor {
+ display: inline; }
+
+.table-wrapper {
+ overflow-x: auto;
+ margin-block: 1rem; }
+ .table-wrapper > table {
+ word-break: keep-all;
+ border-collapse: collapse; }
+ .table-wrapper > table td,
+ .table-wrapper > table th {
+ padding: 0.5rem;
+ text-align: start; }
+
+svg,
+img,
+video,
+iframe {
+ max-width: 100%; }
+
+.menu__list {
+ display: flex;
+ flex-direction: row;
+ gap: 0.5rem;
+ flex-wrap: wrap; }
+
+.menu__link--active {
+ font-weight: bolder; }
+
+.pagination {
+ display: flex;
+ gap: 1rem; }
+
+.page-item.active {
+ font-weight: bolder; }
+
+.page-nav {
+ display: flex;
+ flex-direction: column;
+ margin-block: 1rem; }
+
+.section-post-title,
+.term-post-title {
+ margin-block-start: 0; }
+
+.home-post-title {
+ margin-block-end: 0; }
+
+.summary {
+ margin-block-start: 0; }
+
+:not(pre) > code {
+ padding-inline: 0.25rem; }
+
+div.highlight {
+ overflow-x: auto;
+ margin-block: 1rem; }
+ div.highlight > div.chroma > table.lntable {
+ padding-inline-end: 0.4rem; }
+ div.highlight > pre.chroma {
+ padding-inline: 0.4rem; }
+
+pre:not(.chroma) {
+ overflow-x: auto;
+ padding-block: 1rem;
+ padding-inline: 0.4rem; }
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+ font-size: 0.875rem; }
+
+.footer {
+ font-size: smaller; }
diff --git a/docs/index.xml b/docs/index.xml
index a0f8845..2c749a0 100644
--- a/docs/index.xml
+++ b/docs/index.xml
@@ -88,7 +88,23 @@ D) Growth Defintion by Samuelson.</p>
<h2 class="heading" id="methods">
Methods<span class="heading__anchor"> <a href="#methods">#</a></span>
</h2><p>A) Inductive (specific -> general).<br>
-B) Deductive (general -> specific).</p>- Unit 1https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit1/live/Mon, 01 Jan 0001 00:00:00 +0000your-email@example.com (Freedoms4)https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit1/live/<h3 class="heading" id="april-12-2026">
+B) Deductive (general -> specific).</p>
- Unit 1https://freedoms4.org/uninotes/s1/ge-dcm1106/unit1/live/Mon, 01 Jan 0001 00:00:00 +0000your-email@example.com (Freedoms4)https://freedoms4.org/uninotes/s1/ge-dcm1106/unit1/live/<h3 class="heading" id="april-12-2026">
+ <em><strong>April 12, 2026</strong></em><span class="heading__anchor"> <a href="#april-12-2026">#</a></span>
+</h3><h2 class="heading" id="theories-on-the-origin-of-language">
+ Theories on the Origin of Language<span class="heading__anchor"> <a href="#theories-on-the-origin-of-language">#</a></span>
+</h2><h3 class="heading" id="types-of-theories">
+ Types of Theories<span class="heading__anchor"> <a href="#types-of-theories">#</a></span>
+</h3><p>A) Divine.<br>
+B) Bow-Bow.<br>
+C) Pooh-Pooh.<br>
+D) Ding-Dong.<br>
+E) Gesture.<br>
+F) Yo-He-Ho.<br>
+G) Musical.<br>
+H) Tool-Making.<br>
+I) Evolutionary.<br>
+J) Symbolic.<br>
+K) Contemporary Perspective.</p>
- Unit 1https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit1/live/Mon, 01 Jan 0001 00:00:00 +0000your-email@example.com (Freedoms4)https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit1/live/<h3 class="heading" id="april-12-2026">
<em><strong>April 12, 2026</strong></em><span class="heading__anchor"> <a href="#april-12-2026">#</a></span>
</h3><h2 class="heading" id="introduction">
Introduction<span class="heading__anchor"> <a href="#introduction">#</a></span>
@@ -158,7 +174,14 @@ E) Controlling.</p>
</h2><p>A) Optimum unilization of resources.<br>
B) Minimisation of costs.<br>
C) Achievement of group goals.<br>
-D) Organisational stability.</p>
- Unit 2https://freedoms4.org/uninotes/s1/et-dcm1107/unit2/live/Mon, 01 Jan 0001 00:00:00 +0000your-email@example.com (Freedoms4)https://freedoms4.org/uninotes/s1/et-dcm1107/unit2/live/<h3 class="heading" id="april-12-2026">
+D) Organisational stability.</p>
- Unit 2https://freedoms4.org/uninotes/s1/bo-dcm1109/unit2/self/Mon, 01 Jan 0001 00:00:00 +0000your-email@example.com (Freedoms4)https://freedoms4.org/uninotes/s1/bo-dcm1109/unit2/self/<h3 class="heading" id="april-12-2026">
+ <em><strong>April 12, 2026</strong></em><span class="heading__anchor"> <a href="#april-12-2026">#</a></span>
+</h3><h2 class="heading" id="primary-sector">
+ Primary Sector<span class="heading__anchor"> <a href="#primary-sector">#</a></span>
+</h2><p>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.</p>
+<h2 class="heading" id="secondary-sector">
+ Secondary Sector<span class="heading__anchor"> <a href="#secondary-sector">#</a></span>
+</h2><p>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.</p>
- Unit 2https://freedoms4.org/uninotes/s1/et-dcm1107/unit2/live/Mon, 01 Jan 0001 00:00:00 +0000your-email@example.com (Freedoms4)https://freedoms4.org/uninotes/s1/et-dcm1107/unit2/live/<h3 class="heading" id="april-12-2026">
<em><strong>April 12, 2026</strong></em><span class="heading__anchor"> <a href="#april-12-2026">#</a></span>
</h3><h2 class="heading" id="types-of-utility">
Types of Utility<span class="heading__anchor"> <a href="#types-of-utility">#</a></span>
@@ -180,7 +203,28 @@ B) Status goods or Veblen goods.<br>
C) Giffen goods.<br>
D) War.<br>
E) Economic depression.
-F) Essential goods.</p>
- What is Education?https://freedoms4.org/blog/what-is-education/Sun, 01 Mar 2026 18:11:14 +0000your-email@example.com (Freedoms4)https://freedoms4.org/blog/what-is-education/<h1 class="heading" id="what-is-education">
+F) Essential goods.</p>
- Unit 2https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit2/self/Mon, 01 Jan 0001 00:00:00 +0000your-email@example.com (Freedoms4)https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit2/self/<h3 class="heading" id="april-12-2026">
+ <em><strong>April 12, 2026</strong></em><span class="heading__anchor"> <a href="#april-12-2026">#</a></span>
+</h3><h2 class="heading" id="behaviors-of-managers">
+ Behaviors of Managers<span class="heading__anchor"> <a href="#behaviors-of-managers">#</a></span>
+</h2><h3 class="heading" id="a-coaching-managers">
+ A) Coaching managers<span class="heading__anchor"> <a href="#a-coaching-managers">#</a></span>
+</h3><p>Coaching managers usually take on a teacher-like role, and they have an excellent understanding of
+the different stages of professional development. They love to motivate their employees to improve.
+They do this by helping them build strong personal relationships. Some of the most common
+qualities of a coaching manager include:</p>
+<ul>
+<li>Educating every employee of the organisation.</li>
+<li>Looking after the long-term professional development of their employees.</li>
+<li>Bringing the team together whilst also evaluating each individual’s progress.</li>
+</ul>
+<h3 class="heading" id="b-authoritative-managers">
+ B) Authoritative managers<span class="heading__anchor"> <a href="#b-authoritative-managers">#</a></span>
+</h3><p>Authoritative managers make sure that they are handling most of the decision-making and task
+delegation by themselves, whilst also making sure that they are maintaining a strict protocol in their
+office. They most often focus on adhering to rules and making sure that employees complete tasks
+as per the company’s standard of quality. Some of the common qualities of an authoritative manager
+include:</p>
- What is Education?https://freedoms4.org/blog/what-is-education/Sun, 01 Mar 2026 18:11:14 +0000your-email@example.com (Freedoms4)https://freedoms4.org/blog/what-is-education/<h1 class="heading" id="what-is-education">
What is Education?<span class="heading__anchor"> <a href="#what-is-education">#</a></span>
</h1><p>Education simply means “learning”. It’s a natural process.</p>
<h3 class="heading" id="ratio-of-components-in-education">
diff --git a/docs/semester/index.html b/docs/semester/index.html
index 37b5bb4..17fca92 100644
--- a/docs/semester/index.html
+++ b/docs/semester/index.html
@@ -8,4 +8,4 @@
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