From d7b18fd92c6f0677ba3b06d56d284555bc82ab8e Mon Sep 17 00:00:00 2001 From: hyzen Date: Fri, 5 Jun 2026 16:12:53 +0530 Subject: [PATCH] Fix: cleanup --- docs/404.html | 2 +- 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 | 76 +------------------ docs/index.html | 2 +- docs/login/index.html | 2 +- docs/semester/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/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 | 19 ----- static/css/custom.css | 76 +------------------ 66 files changed, 67 insertions(+), 230 deletions(-) diff --git a/docs/404.html b/docs/404.html index 24e5776..499e552 100644 --- a/docs/404.html +++ b/docs/404.html @@ -5,4 +5,4 @@ Sign Up
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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 70aeaff..1e2ea72 100644 --- a/docs/blog/what-is-education/index.html +++ b/docs/blog/what-is-education/index.html @@ -15,4 +15,4 @@ Academics system has evolved with time and got worst. Let’s see what the syste Subscribe

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:
\ 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:
\ No newline at end of file diff --git a/docs/categories/index.html b/docs/categories/index.html index 59c4001..b4ced05 100644 --- a/docs/categories/index.html +++ b/docs/categories/index.html @@ -7,4 +7,4 @@ Subscribe

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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 8a73f6d..569231f 100644 --- a/docs/changelog/index.html +++ b/docs/changelog/index.html @@ -14,4 +14,4 @@ Changelog page. Remove year from footer copyright.">Sign Up
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Changelog

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[14-04-2026]

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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 +

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 f94805d..2cc4e4f 100644 --- a/docs/css/custom.css +++ b/docs/css/custom.css @@ -99,6 +99,7 @@ color: var(--accent-color); } +.breadcrumbs { font-size: 0.9rem; margin-bottom: 1rem; font-weight: bold; @@ -151,73 +152,7 @@ position: relative; } -/* RSS Subscribe button */ -.rss-subscribe__link { - display: inline-flex; - align-items: center; - gap: 0.2rem; - padding: 0.2rem 0.4rem; - border-radius: 3px; - border: 1px solid #ff3d3d; - background-color: transparent; - color: #ff3d3d !important; - font-size: 0.7rem; - font-weight: 340; - text-decoration: none !important; - line-height: 1.4; - transition: - background-color 0.2s ease, - border-color 0.2s ease, - color 0.2s ease; -} -@media (prefers-color-scheme: dark) { - .rss-subscribe__link { - background-color: var(--foreground-color); - border-color: currentColor; - color: var(--background-color) !important; - } - .rss-subscribe__link:hover, - .rss-subscribe__link:focus { - background-color: transparent; - border-color: var(--foreground-color); - color: var(--foreground-color) !important; - } -} -[data-theme='dark'] .rss-subscribe__link { - background-color: var(--foreground-color); - border-color: currentColor; - color: var(--background-color) !important; -} -[data-theme='dark'] .rss-subscribe__link:hover, -[data-theme='dark'] .rss-subscribe__link:focus { - background-color: transparent; - border-color: var(--foreground-color); - color: var(--foreground-color) !important; -} -[data-theme='light'] .rss-subscribe__link { - background-color: transparent; - border-color: #ff3d3d; - color: #ff3d3d !important; -} -[data-theme='light'] .rss-subscribe__link:hover, -[data-theme='light'] .rss-subscribe__link:focus { - background-color: transparent; - border-color: #89808092; - color: #000000bc !important; -} - -.rss-subscribe__link:hover, -.rss-subscribe__link:focus { - background-color: transparent; - border-color: #89808092; - color: #000000bc !important; -} - -.rss-subscribe__link svg { - width: 10px; - height: 10px; -} /* Auth links base */ .auth-link { @@ -332,16 +267,9 @@ /* Mobile */ @media (max-width: 600px) { - .brand__actions { - gap: 0.16rem; - } - - .brand__auth-text { - display: none; - } - /* Profile button: sit above the subscribe button, right-aligned to it */ .brand__actions { + gap: 0.16rem; position: relative; } diff --git a/docs/index.html b/docs/index.html index bb2ac3b..122958f 100644 --- a/docs/index.html +++ b/docs/index.html @@ -5,4 +5,4 @@ Sign Up
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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 +

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 c14f5b0..5e02e4f 100644 --- a/docs/login/index.html +++ b/docs/login/index.html @@ -12,4 +12,4 @@ \ No newline at end of file + \ No newline at end of file diff --git a/docs/semester/index.html b/docs/semester/index.html index 933079a..76b6234 100644 --- a/docs/semester/index.html +++ b/docs/semester/index.html @@ -7,4 +7,4 @@ Subscribe

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File share

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

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Services

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Send your desired username to hyzen@freedoms4.org via Email (or via XMPP if already have an XMPP account). Account creation can take upto 24 hours.

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Send your desired username to hyzen@freedoms4.org via Email (or via XMPP if already have an XMPP account). Account creation can take upto 24 hours.

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BO DCM1109 (4)

ET DCM1107 (6)

GE DCM1106 (1)

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ET DCM1107 (6)

GE DCM1106 (1)

PBM DCM1110 (5)

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What is Education?

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What is Education?

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\ No newline at end of file +Categories

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What is Education?

\ No newline at end of file diff --git a/docs/uninotes/index.html b/docs/uninotes/index.html index 89dd442..a5bae2d 100644 --- a/docs/uninotes/index.html +++ b/docs/uninotes/index.html @@ -35,4 +35,4 @@ Self Live
  • Unit 4 Self -Live
  • \ No newline at end of file +Live \ No newline at end of file diff --git a/docs/uninotes/s1/bo-dcm1109/index.html b/docs/uninotes/s1/bo-dcm1109/index.html index 93aec32..81fb952 100644 --- a/docs/uninotes/s1/bo-dcm1109/index.html +++ b/docs/uninotes/s1/bo-dcm1109/index.html @@ -7,4 +7,4 @@ Subscribe

    BO DCM1109

    \ No newline at end of file +PBM DCM1110 → \ 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 a8d73a2..71c286a 100644 --- a/docs/uninotes/s1/bo-dcm1109/unit1/index.html +++ b/docs/uninotes/s1/bo-dcm1109/unit1/index.html @@ -9,4 +9,4 @@ › S1BO DCM1109Unit 1
    S1 -BO DCM1109

    Unit 1

    Choose type:

    Self
    Self-study notes
    Live
    Not available
    \ No newline at end of file +BO DCM1109

    Unit 1

    Choose type:

    Self
    Self-study notes
    Live
    Not available
    \ No newline at end of file diff --git a/docs/uninotes/s1/bo-dcm1109/unit1/self/index.html b/docs/uninotes/s1/bo-dcm1109/unit1/self/index.html index 22fe16b..dade9df 100644 --- a/docs/uninotes/s1/bo-dcm1109/unit1/self/index.html +++ b/docs/uninotes/s1/bo-dcm1109/unit1/self/index.html @@ -56,4 +56,4 @@ D) Dynamic Nature.">Blog posts
    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 b7fb42c..30f5fc6 100644 --- a/docs/uninotes/s1/bo-dcm1109/unit11/index.html +++ b/docs/uninotes/s1/bo-dcm1109/unit11/index.html @@ -9,4 +9,4 @@ › S1BO DCM1109Unit 11
    S1 -BO DCM1109

    Unit 11

    Choose type:

    Self
    Self-study notes
    Live
    Not available
    \ No newline at end of file +BO DCM1109

    Unit 11

    Choose type:

    Self
    Self-study notes
    Live
    Not available
    \ 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 e4b0157..edfe5d8 100644 --- a/docs/uninotes/s1/bo-dcm1109/unit11/self/index.html +++ b/docs/uninotes/s1/bo-dcm1109/unit11/self/index.html @@ -32,4 +32,4 @@ Types of Business Combination # A) Horizontal # These companies operate at the s
    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.

    \ No newline at end of file diff --git a/docs/uninotes/s1/bo-dcm1109/unit2/index.html b/docs/uninotes/s1/bo-dcm1109/unit2/index.html index 80903dc..a40ddb9 100644 --- a/docs/uninotes/s1/bo-dcm1109/unit2/index.html +++ b/docs/uninotes/s1/bo-dcm1109/unit2/index.html @@ -9,4 +9,4 @@ › S1BO DCM1109Unit 2
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    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 af171d8..e1b77e3 100644 --- a/docs/uninotes/s1/bo-dcm1109/unit3/index.html +++ b/docs/uninotes/s1/bo-dcm1109/unit3/index.html @@ -9,4 +9,4 @@ › S1BO DCM1109Unit 3
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  • 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 b20425a..0e747e8 100644 --- a/docs/uninotes/s1/et-dcm1107/index.html +++ b/docs/uninotes/s1/et-dcm1107/index.html @@ -7,4 +7,4 @@ Subscribe

    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 73b56de..6108620 100644 --- a/docs/uninotes/s1/et-dcm1107/unit1/index.html +++ b/docs/uninotes/s1/et-dcm1107/unit1/index.html @@ -9,4 +9,4 @@ › S1ET DCM1107Unit 1
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    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.
    • Limitaion: Human behaviour involved.

    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 a872a74..eca808b 100644 --- a/docs/uninotes/s1/et-dcm1107/unit12/index.html +++ b/docs/uninotes/s1/et-dcm1107/unit12/index.html @@ -9,4 +9,4 @@ › S1ET DCM1107Unit 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 dad6aeb..ecd6ccb 100644 --- a/docs/uninotes/s1/et-dcm1107/unit2/index.html +++ b/docs/uninotes/s1/et-dcm1107/unit2/index.html @@ -9,4 +9,4 @@ › S1ET DCM1107Unit 2
    S1 -ET DCM1107

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    \ No newline at end of file diff --git a/docs/uninotes/s1/et-dcm1107/unit2/live/index.html b/docs/uninotes/s1/et-dcm1107/unit2/live/index.html index 87d6b87..b3964af 100644 --- a/docs/uninotes/s1/et-dcm1107/unit2/live/index.html +++ b/docs/uninotes/s1/et-dcm1107/unit2/live/index.html @@ -37,4 +37,4 @@ E) Economic depression. F) Essential goods.">Live

    Unit 2

    Table of Contents

    April 12, 2026 #

    Types of Utility #

    A) Form Utility
    B) Place
    C) Time
    D) Possession

    Law of Deminishing Marginal Utility #

    Law of Equi-Marginal Utility #

    Law of Demand #

    Price and Quantity demanded for a product is inversely related.

    Exceptions of Law of Demand #

    A) Assumption of increase in price.
    B) Status goods or Veblen goods.
    C) Giffen goods.
    D) War.
    E) Economic depression. F) Essential goods.

    \ No newline at end of file +Unit 5 → \ No newline at end of file diff --git a/docs/uninotes/s1/et-dcm1107/unit5/index.html b/docs/uninotes/s1/et-dcm1107/unit5/index.html index 7deadcb..d5909de 100644 --- a/docs/uninotes/s1/et-dcm1107/unit5/index.html +++ b/docs/uninotes/s1/et-dcm1107/unit5/index.html @@ -9,4 +9,4 @@ › S1ET DCM1107Unit 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 74e73e5..7f877af 100644 --- a/docs/uninotes/s1/et-dcm1107/unit6/index.html +++ b/docs/uninotes/s1/et-dcm1107/unit6/index.html @@ -9,4 +9,4 @@ › S1ET DCM1107Unit 6
    S1 -ET DCM1107

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    Unit 6

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    S1 ET DCM1107 Self

    Unit 6

    Table of Contents

    May 02, 2026 #

    Production Function #

    The production function states the functional relationship between the factors of production and the number of products.

    Q = f (L, C, N)
    Here, Q = Quantity of output, L = labour, C = capital, N = land.

    Time Elements in Production Function #

    A) Short run #

    In the short run, only some of the inputs can be varied, but not all. Some factors will remain fixed, and some will be variable.

    B) Long run #

    In this period, not only can variable factors be increased or decreased, but fixed factors can also be changed. In other words, all factors of production can be varied.

    C) Very long run #

    This time period is so long that even the state of technology is also changed. Such technological changes are initiated by a long process of continuous research and development and it takes a very long time to apply.

    Three Aspects of the Production Function #

    A) Total Production (TP) #

    Total production refers to the total units of output produced per unit of time by all factor inputs. In the short run, the total output increases because of the alteration in the variable factor inputs, shown mathematically in the equation:

    TP = f (QVF)
    Where, f = functional relationship, QVF = the quantity of variable factors.

    B) Average Production (AP) #

    AP = TP/QVF
    Where, TP = Total Production, QVF = the quantify of variable factors.

    C) Marginal Production (MP) #

    Marginal production refers to the additional units produced with the usage of the last variable factor. In other words, it is the change in total production that takes place due to the addition of a variable factor. All other factors remain constant, and the addition realized in the total product is the marginal product (M.P.). Mathematically, it is shown as:

    MP = n – 1
    Where, MP = Marginal Production, n = total output increased due to the addition of one unit of the variable factor (n - 1 = total no. of factors before the increase of a marginal unit).

    Isoquants #

    An isoquant is a locus of points that represent the different technically efficient ways of combining the factors of production for producing a fixed level of output. Isoquant term is taken from a Greek word ‘iso’, which implies ‘equal’, and ‘quants’, which means ‘quantity’. The isoquant curve is known as the ‘equal product curve’ or production indifference curve. An isoquant curve presents the locus of points that indicate various combinations of two inputs – capital and labour, producing a specific quantity of output or another combination which produces the same output.

    Types of Isoquant Curves #

    A) Linear Isoquant Curve #

    This curve is a straight line curve. It implies that by employing either capital or labour through various combinations, any quantity can be produced.

    B) Right Angle Isoquant Curve #

    According to this type of isoquant curve, there is substitution between the factors of production, and they have a major complementary nature between them. This means that there is only a single way of manufacturing any one commodity. This form of the curve is also referred to as the ‘Leontief Iso-quant’ or ‘input-output isoquant’ right-angled curve.

    C) Kinked Isoquant Curve #

    In this form of the curve, there is a limited substitutability between the different factors of production, and this substitution of factors can be observed at the kinks because there are not many processes involved in producing any one commodity. A kinked isoquant curve is also called ‘activity analysis programming isoquant or linear programming isoquant’.

    D) Convex Isoquant Curve #

    In this form of isoquant curve, the factors of production can be substituted with each other only to a certain level. This type of isoquant curve is in a convex shape and is smooth at the origin.

    Characteristics of Isoquant Curves #

    Marginal Rate of Technical Substitution #

    The MRTS is a theory in economics that is used to show the rate at which one factor of input should decrease to maintain the same level of output when another factor is increased.

    MRTS = MPL/MPK

    Where, MPL = Marginal Product of Labour, MPK = Marginal Product of Capital.

    Revenue #

    A) Total Revenue: #

    TR = AR × Q

    Where, TR is Total Revenue, AR = Average Revenue, Q = Output.

    B) Average Revenue: #

    AR = TR/Q

    Where, AR = Average Revenue, TR = Total Revenue, Q = Output.

    C) Marginal Revenue: #

    Marginal revenue is the net revenue obtained by selling an extra unit of the concerned commodity. It is the addition made to the total revenue by selling one more unit of the goods. Marginal revenue is computed by the division of the change in the rate of total revenue by the change in the rate of quantity.

    MR = ΔTR/ΔQ (Marginal Revenue = Change in Total Revenue/Change in Quantity)

    \ No newline at end of file +Unit 7 → \ No newline at end of file diff --git a/docs/uninotes/s1/et-dcm1107/unit7/index.html b/docs/uninotes/s1/et-dcm1107/unit7/index.html index f2167c5..7c017e9 100644 --- a/docs/uninotes/s1/et-dcm1107/unit7/index.html +++ b/docs/uninotes/s1/et-dcm1107/unit7/index.html @@ -9,4 +9,4 @@ › S1ET DCM1107Unit 7
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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 7f84d43..1be192f 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

      Unit 1

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      \ No newline at end of file diff --git a/docs/uninotes/s1/ge-dcm1106/unit1/live/index.html b/docs/uninotes/s1/ge-dcm1106/unit1/live/index.html index 13865ad..dc1c6d9 100644 --- a/docs/uninotes/s1/ge-dcm1106/unit1/live/index.html +++ b/docs/uninotes/s1/ge-dcm1106/unit1/live/index.html @@ -38,4 +38,4 @@ K) Contemporary Perspective.">Blog posts
      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 4f14632..8635ae0 100644 --- a/docs/uninotes/s1/index.html +++ b/docs/uninotes/s1/index.html @@ -6,4 +6,4 @@ Subscribe

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      \ No newline at end of file diff --git a/docs/uninotes/s1/pbm-dcm1110/unit1/index.html b/docs/uninotes/s1/pbm-dcm1110/unit1/index.html index 45b81f8..97e182a 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit1/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit1/index.html @@ -9,4 +9,4 @@ › S1PBM DCM1110Unit 1
      S1 -PBM DCM1110

      Unit 1

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      Unit 1

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      \ No newline at end of file diff --git a/docs/uninotes/s1/pbm-dcm1110/unit1/live/index.html b/docs/uninotes/s1/pbm-dcm1110/unit1/live/index.html index 0a2ffde..1a9f2dd 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit1/live/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit1/live/index.html @@ -8,4 +8,4 @@
      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 ae8f9d4..61bfe78 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit1/self/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit1/self/index.html @@ -59,4 +59,4 @@ D) Organisational stability.">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.

      • Management depends on Effectiveness and Efficiency.

      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 124fc6e..a8fff65 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit2/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit2/index.html @@ -9,4 +9,4 @@ › S1PBM DCM1110Unit 2
      S1 -PBM DCM1110

      Unit 2

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      Self
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      Unit 2

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      Self
      Self-study notes
      Live
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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 f903c37..d7a405d 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit2/self/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit2/self/index.html @@ -52,4 +52,4 @@ 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 27bfdf1..2b71cd1 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit3/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit3/index.html @@ -9,4 +9,4 @@ › S1PBM DCM1110Unit 3
      S1 -PBM DCM1110

      Unit 3

      Choose type:

      Self
      Self-study notes
      Live
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      Unit 3

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      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 ef0f31c..b84b363 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit3/self/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit3/self/index.html @@ -12,4 +12,4 @@ B) Administration Management # It is mainly related to the performance of manage › S1PBM DCM1110Unit 3Self
      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 0327b1a..ab76f90 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit4/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit4/index.html @@ -9,4 +9,4 @@ › S1PBM DCM1110Unit 4
      S1 -PBM DCM1110

      Unit 4

      Choose type:

      Self
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      \ No newline at end of file +PBM DCM1110

      Unit 4

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      Self
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      \ 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 2a0e48a..028184b 100644 --- a/docs/uninotes/s1/pbm-dcm1110/unit4/self/index.html +++ b/docs/uninotes/s1/pbm-dcm1110/unit4/self/index.html @@ -17,4 +17,4 @@ Illumination Experiments (1924–1927): Examined how changes in lighting affecte
      S1 PBM DCM1110 -Self

      Unit 4

      Table of Contents

      April 20, 2026 #

      Neoclassical Approaches #

      A) Human Relations Movement #

      Factors affecting the Human Relations Movement:

      • Economic Depression - 1929.
      • Progress in Technology.
      • Response to Taylorism.
      • Enmity between classes.

      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 56de406..243b7fe 100644 --- a/docs/uninotes/s2/index.html +++ b/docs/uninotes/s2/index.html @@ -6,4 +6,4 @@ Subscribe

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                        \ No newline at end of file +› S6

                        S6

                          \ No newline at end of file diff --git a/layouts/_partials/body/body-end.html b/layouts/_partials/body/body-end.html index 1f00b36..8936276 100644 --- a/layouts/_partials/body/body-end.html +++ b/layouts/_partials/body/body-end.html @@ -81,25 +81,6 @@ userWrap.classList.remove('is-open'); }); } - - // ── Mobile ──────────────────────────────────────────────────────────── - var mobileLinks = document.querySelector('.brand__mobile-links'); - if (mobileLinks) { - // Remove Login / Sign Up links - mobileLinks.querySelectorAll('a.mobile-link').forEach(function (a) { - if (a.href.indexOf('/login/') !== -1 || a.href.indexOf('/signup/') !== -1) { - a.remove(); - } - }); - // Add logout link - var mLogout = document.createElement('button'); - mLogout.className = 'mobile-link mobile-link--logout'; - mLogout.textContent = 'Log Out (' + uname + ')'; - mLogout.style.cssText = - 'background:none;border:none;cursor:pointer;font-family:inherit;font-size:inherit;padding:0;text-align:left;width:100%;'; - mLogout.addEventListener('click', doLogout); - mobileLinks.insertBefore(mLogout, mobileLinks.firstChild); - } } function doLogout() { diff --git a/static/css/custom.css b/static/css/custom.css index f94805d..2cc4e4f 100644 --- a/static/css/custom.css +++ b/static/css/custom.css @@ -99,6 +99,7 @@ color: var(--accent-color); } +.breadcrumbs { font-size: 0.9rem; margin-bottom: 1rem; font-weight: bold; @@ -151,73 +152,7 @@ position: relative; } -/* RSS Subscribe button */ -.rss-subscribe__link { - display: inline-flex; - align-items: center; - gap: 0.2rem; - padding: 0.2rem 0.4rem; - border-radius: 3px; - border: 1px solid #ff3d3d; - background-color: transparent; - color: #ff3d3d !important; - font-size: 0.7rem; - font-weight: 340; - text-decoration: none !important; - line-height: 1.4; - transition: - background-color 0.2s ease, - border-color 0.2s ease, - color 0.2s ease; -} -@media (prefers-color-scheme: dark) { - .rss-subscribe__link { - background-color: var(--foreground-color); - border-color: currentColor; - color: var(--background-color) !important; - } - .rss-subscribe__link:hover, - .rss-subscribe__link:focus { - background-color: transparent; - border-color: var(--foreground-color); - color: var(--foreground-color) !important; - } -} -[data-theme='dark'] .rss-subscribe__link { - background-color: var(--foreground-color); - border-color: currentColor; - color: var(--background-color) !important; -} -[data-theme='dark'] .rss-subscribe__link:hover, -[data-theme='dark'] .rss-subscribe__link:focus { - background-color: transparent; - border-color: var(--foreground-color); - color: var(--foreground-color) !important; -} -[data-theme='light'] .rss-subscribe__link { - background-color: transparent; - border-color: #ff3d3d; - color: #ff3d3d !important; -} -[data-theme='light'] .rss-subscribe__link:hover, -[data-theme='light'] .rss-subscribe__link:focus { - background-color: transparent; - border-color: #89808092; - color: #000000bc !important; -} - -.rss-subscribe__link:hover, -.rss-subscribe__link:focus { - background-color: transparent; - border-color: #89808092; - color: #000000bc !important; -} - -.rss-subscribe__link svg { - width: 10px; - height: 10px; -} /* Auth links base */ .auth-link { @@ -332,16 +267,9 @@ /* Mobile */ @media (max-width: 600px) { - .brand__actions { - gap: 0.16rem; - } - - .brand__auth-text { - display: none; - } - /* Profile button: sit above the subscribe button, right-aligned to it */ .brand__actions { + gap: 0.16rem; position: relative; }