<ul>
	<li><strong>Financial Management - Scope - Role of Financial Management in Business</strong>
<ul>
	<li><strong>Financial Management</strong>
<ul>
	<li>Meaning</li>
	<li>Definition</li>
	<li>Scope of Financial Management</li>
	<li>Objectives of Financial Management</li>
	<li>Financial Management Decisions</li>
</ul>
</li>
</ul>
</li>
</ul>
&nbsp;
<ul>
	<li><strong>Finance Function</strong>
<ul>
	<li>Finance Function</li>
</ul>
</li>
</ul>
&nbsp;
<ul>
	<li><strong>Time Value of Money</strong>
<ul>
	<li>Time Value of Money</li>
</ul>
</li>
</ul>
&nbsp;
<ul>
	<li><strong>Investment Decision - Sources of Long Term &amp; Short Term Finance</strong>
<ul>
	<li><strong>Investment decision</strong>
<ul>
	<li>Phases of Capital Budgeting</li>
</ul>
</li>
</ul>
</li>
	<li><strong>Sources of Finance</strong></li>
	<li><strong>Financial Statement Analysis</strong>
<ul>
	<li>Balance Sheet and Financial Topics<strong></strong></li>
</ul>
</li>
</ul>
&nbsp;
<ul>
	<li><strong>Capital Structure - Financial Leverage - Capital Structure Theories</strong>
<ul>
	<li>Capital Structure
<ul>
	<li>Optimum Capital Struture</li>
	<li>EBIT  EPS Approach</li>
	<li>Cash Flow Approach</li>
</ul>
</li>
</ul>
</li>
	<li>Leverage
<ul>
	<li>Operating</li>
	<li>Financial</li>
	<li>Combined</li>
	<li>EPS</li>
</ul>
</li>
	<li>Capital Structure Theories
<ul>
	<li>NI Approach</li>
	<li>NOI approach</li>
	<li>Traditional Approach</li>
	<li>MM Approach</li>
</ul>
</li>
</ul>
&nbsp;
<ul>
	<li><strong>Sources and Cost of Capital</strong>
<ul>
	<li><strong>Sources and Cost of Capital</strong>
<ul>
	<li>Long Term Sources</li>
	<li>Short Term Sources</li>
	<li>Cost of Capital</li>
	<li>Debt Policy</li>
	<li>Opportunity Cost</li>
	<li>WACC</li>
	<li>Specific Cost of Capital
<ul>
	<li>Equity</li>
	<li>Debt</li>
	<li>Preference</li>
</ul>
</li>
</ul>
</li>
	<li>Organic Growth</li>
	<li>Inorganic Growth</li>
	<li>IPO</li>
	<li>Private Placement</li>
	<li>Euro Issue</li>
	<li>DEBT Fund</li>
	<li>Debentures Type</li>
	<li>Loans</li>
</ul>
</li>
</ul>
&nbsp;
<ul>
	<li><strong>Capital Budgeting</strong>
<ul>
	<li><strong>Capital Budgeting</strong>
<ul>
	<li>Methods</li>
	<li>Reasons for Capital Budgeting</li>
	<li>Types of Investment Decision</li>
	<li>Investment Evaluation</li>
	<li>Techniques</li>
	<li>NPV</li>
	<li>Profitability Index</li>
	<li>ARR</li>
	<li>Payback Period</li>
	<li>IRR</li>
</ul>
</li>
</ul>
</li>
</ul>
&nbsp;
<ul>
	<li><strong>Working Capital Management</strong>
<ul>
	<li><strong>Working Capital Management</strong>
<ul>
	<li>Current Assets</li>
	<li>Current Liabilities</li>
	<li>Gross Working Capital</li>
	<li>Net Working Capital</li>
	<li>Operating Cycle</li>
	<li>Cash Conversion Cycle</li>
	<li>Inventory Conversion Period</li>
	<li>Debtors Conversion Period</li>
	<li>Creditors Deferral Period</li>
</ul>
</li>
</ul>
</li>
</ul>
<strong> </strong>
<ul>
	<li><strong>Leasing – Hire Purchase – Factoring   </strong>
<ul>
	<li>Lease</li>
	<li>Hire Purchase</li>
	<li>Difference Lease and Hire Purchase</li>
	<li>Factoring</li>
	<li>Forfaiting</li>
	<li>Difference Factoring and Forfaiting</li>
</ul>
</li>
</ul>
&nbsp;
<ul>
	<li><strong>Venture Capital</strong>
<ul>
	<li>Venture Capital</li>
	<li>Venture Capital Financing Stages</li>
</ul>
</li>
</ul>
&nbsp;

&nbsp;
<ul>
	<li><strong>Cash Management - Receivable Management</strong>
<ul>
	<li><strong>Cash Management</strong>
<ul>
	<li>Cash management Cycle<strong></strong></li>
	<li>Motives For Holding Cash<strong></strong></li>
	<li>Cash Forecasting and Budgeting<strong></strong></li>
	<li>Optimum Cash Balance<strong></strong></li>
	<li>Baumol’s Model<strong></strong></li>
	<li>Miller- Orr Model<strong></strong></li>
	<li><strong>Receivable Management</strong></li>
	<li>Credit Policy<strong></strong></li>
	<li>Credit Standards<strong></strong></li>
</ul>
</li>
</ul>
</li>
</ul>
<strong> </strong>
<ul>
	<li><strong>Inventory Management</strong>
<ul>
	<li><strong>Inventory Management</strong>
<ul>
	<li>Raw Material</li>
	<li>WIP</li>
	<li>Finished Goods</li>
	<li>Motives For Holding  Cash</li>
	<li>Objectives – Inventory Management</li>
	<li>Techniques</li>
	<li>EOQ</li>
	<li>Stock Levels</li>
	<li>Inventory Control Systems</li>
	<li>ABC</li>
	<li>JIT</li>
	<li>Outsourcing</li>
</ul>
</li>
</ul>
</li>
</ul>
<strong> </strong>
<ul>
	<li><strong>Cash Flow Analysis</strong>
<ul>
	<li><strong>Cash Flow Analysis</strong>
<ul>
	<li>Benefits of Cash Flow</li>
	<li>Operating Activates</li>
	<li>Investment Activates</li>
	<li>Financing Activates</li>
	<li>Structure of Cash Flow</li>
</ul>
</li>
</ul>
</li>
</ul>
&nbsp;
<ul>
	<li><strong>Dividend Policy and Dividend Decisions</strong>
<ul>
	<li>Dividend Policy
<ul>
	<li>Stability of Dividend</li>
	<li>Forms of Dividends</li>
	<li>Relevance and Irrelevance</li>
	<li>Walter’s Model</li>
	<li>Gordon’s Model</li>
	<li>MM Hypothesis</li>
	<li>Bird in Hand Theory</li>
	<li>Imperfect Market Conditions</li>
</ul>
</li>
</ul>
</li>
</ul>
<strong> </strong>
<ul>
	<li><strong>Statement of Changes in Financial Statement (Working Capital)</strong>
<ul>
	<li><strong>Statement of Changes in Financial Position</strong>
<ul>
	<li>Fund Flow</li>
	<li>Sources of Working Capital</li>
	<li>Uses of Working Capital</li>
	<li>Schedule of Changes in Working Capital</li>
	<li>Fund from Operations</li>
	<li>Fund Flow Statement</li>
</ul>
</li>
</ul>
</li>
</ul>
<strong> </strong>

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<strong> </strong>

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