PG Certificate in Business Management. Inc. Accountability, Annual Report, Authority, Balance Sheet, Business Analysis, Cash Flow, Delegation, Financial Accounting, Financial Statements, Human Resource, Industrial Relations, Investment, Job Description, Liquidity, Succession, Organizational Analysis, Personnel Specification, Profit and Loss Account, Profitability, Recruitment and Selection, Staff Appraisal Training Needs Analysis, Worker Motivation, in Abuja, Accra, Amman, Bangkok, Banjul, Beirut, Birmingham, Bogotá, Brasilia, Brunei, Brussels, Bucharest, Cairo, Colombo, Conakry, Dodoma, Doha, Dubai, Durban, Gaborone, Georgetown, Hanoi, Islamabad, Jakarta, Jeddah, Kathmandu, Kinshasa, Kuala Lumpur, Kuwait, Lagos, Lima, London, Luanda, Lusaka, Manama, Manila, Maputo, Muscat, Nairobi, New Delhi, New York, Niamey, Paramaribo, Paris, Quito, Rabat, Seoul, Singapore, Tokyo, Toronto, Tripoli, Windhoek, Wolverhampton, etc. and Online.

 

#020.1 Business Management Programme, Leading to Postgraduate Certificate in Business Management, accumulating to a Postgraduate Diploma, with 180 additional Credit-Hours. Click To Download PDF Brochure.

Despite the absence of universality regarding the constituents of Business Management, I suggest six broad categories of Postgraduate Diploma and Postgraduate Short Training Courses: Accounting and Finance; Costing and Budgeting; Human Resource Development; Human Resource Management; Leadership Skills; Management Skills; Project Management; and Sales and Marketing. Within these categories   are several Postgraduate Diploma Programmes, Postgraduate Certificate, and, or, Postgraduate Short Courses. All three qualifications might be studied through ‘In-Classroom’ or ‘Video-Enhanced Online’ Mode.

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.

 

Classroom-Based Duration and Cost:

Classroom-Based Duration:

6 Weeks

Classroom-Based Cost:

£25,000.00 Per Student

Group Discount:

Varies With Group Size

Synchronous Online (Video-Enhanced) Duration and Cost

Online Duration:

10 Weeks @ 3 Hours Per Day, 6 Days Per Week

Normal Online Cost:

£16,750.00 Per Student

For Whom This Course is Designed

This Course is Designed For:

 Any Non-Financial Managers who are required to read, interpret, and contribute to business financial reports;

Assets Accountants;

Attorneys;

Board of Directors;

Business Analysts;

CEOs who are involved with development of long-term customers, suppliers, outsourcing Partners, and other Global Strategic Alliances;

Chief Executive Officers;

Chief Executives;

Chief Secretaries;

Civil Engineers;

Consultants;

Corporate Managers;

Cost Accountant;

Cost and Management Accountant;

Directors;

Entrepreneurs;

Executive Directors;

Executive Managers;

Financial and budget controllers who are moving to wider responsibilities ;

Financial planners and cost analysts;

First appointment managers on fast-track development Programmes;

Functional Managers;

Fund Holders;

General Investors;

Human Resource Managers;

Human Resource Practitioners;

Individuals with a genuine interest in Issues associated with Organisational Management.

Individuals with a genuine interest in Issues associated with Project Management;

Internal Auditors;

It May Also Be Beneficial To Consultants and External Accountants who work with managers and executives, in the support of improvements to operational and financial processes.

Junior Managers;

Lecturers;

Line Managers;

Management Graduates;

Management Lecturers;

Managers and Supervisors from every business discipline and department who have to run departments and plan, cost and budget during their business lives;

Managers who have to plan, cost and budget new business ventures;

Managers who need to know more about business planning, budgeting, costing terms and techniques;

Managers who require a refresher programme on the topic or who would benefit from having an opportunity to consider new ideas and methods;

Managers with direct financial responsibilities;

Marketing, Engineering and Human Resources Managers;

Middle Managers;

Non-Executive Directors;

Organisational Development Practitioners;

Performance Measurement Specialists;

Productivity Specialists;

Programme Managers;

Project Commissioners;

Project Evaluators;

Project Managers;

Project Monitoring Personnel;

Project Team Leaders;

Public Accountants;

Sales and Marketing Executives;

Senior Financial Advisors;

Senior Financial Officers;

Senior managers who supervise people with financial responsibilities;

Senior Managers;

Senior Managers;

Supervisors;

Supply-Stream Professionals;

Team Members;

Value Analysts;

Value Engineers;

Venture Capitalists;

Vice Presidents of Manufacturing and Commercial Businesses;

Vice Presidents;

Individuals with a genuine interest in Issues associated with Organisational Management.

 

 

Course Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

Analyse how delegation contributes towards effective time management;

Analyse the concept of leasing in relation to delegating;

Analyse the perception in each role;

Ascertain how activity-based management improves processes and profitability;

Ascertain the concept of delegation;

Ascertain the impact of cost structure changes;

Ascertain the importance of competitor information and strategic positioning towards the success of an organisation;

Ascertain the importance of delegating tasks;

Ascertain the importance of equity capital;

Ascertain the information contained in profit and loss account pertaining to the company;

Ascertain the relationship between an incumbent’s experience and role enactment;

Ascertain the relationship between an incumbent’s role perception and his or her role performance;

Ascertain the strategy on how to create a cost-aware organisation;

Demonstrate familiarity with the different components of the profit and loss account;

Demonstrate familiarity with the outline of strategic management accounting;

Demonstrate familiarity with the structure of the cash flow statement;

Be knowledgeable of some key cost concepts;

Calculate the Return on Investment (ROI) in Education, Training and Development;

Calculate Weighted Average Cost of Capital (WACC) using the correct formula;

Cite the link between culture and managerial action;

Conceptualise classical organisational theory and design, neo-classical, humanistic and contingency organisational design approaches;

Contrast job-costing systems and process costing and explain how they are used to accumulate, track and assign product costs;

Address the external organisational accountability;

Define free cash flows and identify the inclusions thereof;

Define gearing;

Define important cost terms and give their corresponding purpose;

Define investment;

Define objectives, generally;

Define profit;

Define role set;

Define role;

Define variance analysis and give its function;

Define, describe and analyse the nature of an organisation;

Demonstrate a heightened knowledge of how training needs might be devised from Strategic Plans;

Demonstrate a heightened understanding of role relationships;

Demonstrate an appreciation of important of welfare in the development of personal management and human resource management;

Demonstrate an understanding of the concept of power and how it might be applied for the benefit of the organisation;

Demonstrate an understanding of the issue of ‘responsibility’ and how it translates in superior-subordinate relationships in organizations

Demonstrate awareness of the importance of communication in the process of Human Resource Management;

Demonstrate their ability to conduct a Human Resource Audit;

Demonstrate their ability to determine the type of commitment that motivate particular individuals to join an organisation;

Demonstrate their ability to lead a recruitment and Selection Team;

Demonstrate their ability to manage recruitment and selection within a ‘resourcing context’.

Demonstrate their understanding of distinction between Personnel Management and Human Resource Management;

Describe and enumerate some single and dual status organisations;

Describe role as the behavioural expectations of a role set;

Describe self-ideal as a behavioural construct;

Describe the bureaucratic organisations, adhocratic organisations, mechanistic organisations, organismic organisations;

Describe the democratic incumbent, autocratic incumbent, the generous incumbent, the dedicated incumbent, the social self and the role of each;

Design a Job Description;

Design a Personnel Specification;

Design and Weight a Candidate Assessment Form (CAF);

Determine how cost of debt is measured;

Determine how rolling budget makes a manager’s budget realistic and attainable;

Determine how the budget of a business is plan and control through cost-management;

Determine some exemplifying roles;

Determine the benefits of the organisation out of the flexed budgets;

Determine the boundary relationship of a role set;

Determine the different parts of the balance sheet;

Determine the factors influencing Human Resource Planning;

Determine the factors that Delegatees should ascertain before delegating tasks;

Determine the importance of is cash flow;

Determine the limitations of CVP analysis;

Determine the links between corporate planning and human resource planning;

Determine the organisation’s opportunity costs in providing Education, Training and Development for its Employees;

Determine the place of an incumbent’s perceived role expectations on his or her role enactment;

Determine the resources necessary to enhance individual and team performance;

Determine the support that Delegators should give to their Delegatees, during their performance of the specified tasks.

Determine the use of cost management information and its benefits;

Determine the use of non-financial information together with financial information;

Determine the uses and purpose of accounting;

Determine when there is a need to review an organization’s Human Resource Plans;

Differentiate between investment appraisal criteria and investment decisions;

Differentiate cash from profit as a measure of performance, EBITDA;

Differentiate direct cost from indirect costs;

Differentiate fixed and flexed budget and determine under the situation under which they are used;

Differentiate managerial control and worker autonomy and professionalism in mechanistic organisations;

Differentiate operational centralisation and decentralisation;

Differentiate product cost from period costs;

Differentiate social objectives from business objectives;

Discover how cost drivers generate cost and give examples of cost drivers;

Discover how under-costing and over-costing influence profitability;

Discover how variance analysis helps management understand the present costs and control future costs;

Discuss, with confidence, the factors that are associated with poor performance;

Distinguish absorption costing and variable costing;

Distinguish among internal, upward and downward organisational accountability;

Distinguish between Education, Training and Development;

Distinguish between formal and informal organisations;

Distinguish between informal management and formal management succession charts;

Distinguish cash and profit;

Distinguish fixed cost and variable costs and give examples for each;

Draft accounting reports and statements;

Elucidate the concerns of managers in delegating;

Enumerate examples of business and non-business organisations;

Enumerate the components of a master budget;

Enumerate the factors influencing effective delegation;

Enumerate the purposes of budgeting;

Enumerate the sources of finance;

Enumerate the types of variances and give the reasons for their occurrence;

Establish the cost/volume/profit (CVP) relationships;

Establish the link between role and the external environment;

Establish the link between role and the internal environment;

Establish the link of process development to costing;

Establish the links between the profit and loss account and balance sheet;

Establish the links between three accounting statements: the cash flow statement, profit and loss account and balance sheet;

Establish the relationship between delegation and external candidature;

Establish the relationship between power, culture and organisational structure;

Establish the relationship between self-ideal and a performance enhancer;

Establish the relationship between strategic accounting systems, and the balanced scorecard;

Exhibit their ability to take appropriate measures to improve Individual and Team Performance;

Explain cost allocation in joint-cost situation;

Explain facets #1 and 2 of authority;

Explain how managers and subordinates benefit from delegating;

Explain how production-related activities are classified under cost hierarchy;

Explain how social objectives lead to profitability gain;

Explain how target costing and target pricing help determine and achieve a target cost for a product and specify their implications;

Explain some accounting language and terminology;

Explain the accountant’s role in the organisation;

Explain the concept of accruals and monetary concepts;

Explain the concept of capital rationing and control of capital investment projects;

Explain the concept of delegation as internal promotion;

Explain the concept of organisational culture;

Explain the concept of segmental expectations;

Explain the different classification of culture;

Explain the motivation and the behavioural aspects of budgeting;

Explain the process and value of Human Resource Audit;

Explain the underlying concept of Investors in People (IIP);

Explore the bases for ‘division of labour/work’ in organisations and their relation to organisational effectiveness;

Expound the facet of authority, providing practical examples

Find out how life cycle product budgeting and costing assist in pricing decision;

Find out how zero-based budgeting fixed poorly figured, previously budgeted amount;

Give the bases of divisional organisational structure;

Identify role segments;

Identify some organisational tasks and determine how tasks are grouped;

Identify the components of cash flow statement;

Identify the concerns of managers in delegating;

Identify the different internal and external users;

Identify the different planning and operational variances;

Identify the different sources of financial information;

Identify the key elements of published reports and accounts and explain each;

Explain the following aspects of ratio analysis: Profitability; Efficiency and performance; Liquidity; Investment; Cash flow; The DuPont system;

Identify the linkages between ABM and ABC;

Identify the possible uncertainty and risk in budgeting and planning;

Identify the role expectations of social support;

Identify the set of complimentary relationship in every role;

Identify the single and mixed products;

Identify the stages and flow of cost in activity-based costing (ABC);

Identify the standard costs of a company;

Identify who are the users of accounting and financial information;

Illustrate a matrix organisational structure;

Illustrate a simple, functional and divisional organisational structure;

Illustrate the difference between the hard approach to HRM and Soft approach to HRM;

Illustrate, vividly, how the Political, Economic, Social, Technological, Environmental and Legal (PESTEL) Factors impinge on Employee Resourcing, incorporating Human Resource Planning;

Indicate the significant aspects in the Development of Personnel Management and Human Resource Management;

Explain the budget process, including activity-based budgeting;

Enumerate the degree of specificity of role in mechanistic organisations and organismic organisations;

Illustrate the importance of delegation in increasing productivity and workflow;

Narrate the importance of lines of authority and accountability in organisations towards effective organisation communication;

Determine the information contained in the balance sheet pertaining to the company;

Explain, with suitable examples, the organisation’s accountability to owners or sponsors, clients, users, or customers, creditors, and sector or industry;

Demonstrate their knowledge of organisational and accounting control systems;

Illustrate how to delegate authority for effective task performance;

Suggest how to delegate responsibility with delegated tasks;

Explain how to develop competitive advantage;

Demonstrate their ability to perform break-even analysis;

Demonstrate their ability to predict business failure using the ALTMAN z-score;

Link Employee Resourcing with Business and Organisational Development;

Link resources, activities and management;

List some structural typologies and describe each;

Locate Performance Management in an appropriate context;

Manage the risk of internal ‘sabotage’;

Manage the strategic role:

Name the three major influences on pricing decisions;

Outline the activity-based budgeting process;

Perform a risk analysis;

Peruse business objectives through business objectives;

Prepare a cash flow statement for their company;

Provide a working definition of accountability

Realise the value of standard costing as a management tool;

Relate the part played by Rowntree in the development of personal management and human resource management;

Specify the limitations of the conventional balance sheet;

Specify the new role for managers and accountants.

Suggest solutions to some problems in budgeting;

Suggest the importance of Human Resource Planning in Organisation Management;

Suggest ways to improve organisational culture.

Suggest ways to integrate continuous improvement into variance analysis;

Demonstrate their understanding of organisational structure as roles and relationships;

Demonstrate their understanding of the concept of internal selection mechanism;

Demonstrate their understanding of the principle of profit and profitability;

Demonstrate their understanding of the principle of transfer pricing;

Demonstrate their understanding of d the time value of money;

Utilise the sensitivity analysis in decision-making to overcome risk and uncertainty;

Utilise the sensitivity analysis in decision-making to overcome risk and uncertainty.

  

Programme Contents, Concepts, and Issues

 

Part 1: Contextualising Organisational Analysis

Organisations: A Definition;

Formal and Informal Organisations: A Distinction;

Organisational Task and Task Groupings;

Business vs. Non-business Organisations;

Objectives Defined;

Social Objectives;

Business Objectives;

Perusing Business Objectives through Business Objectives;

Profitability of Social Objectives:

Direct Gains;

Indirect gains;

Division of Work or Labour;

Delegation;

Responsibility;

Accountability;

Authority Demythified;

Authority - Facet #1;

Authority  - Facet #2;

Power.

 

 

Part 2: Delegation as an Operational Imperative

 

A Working Definition of Delegation;

The Concept of ‘Leasing’;

Why Delegate?;

How Managers Benefit from Delegating;

How Subordinates Benefits from Being the Recipient of a Delegated Task;

Managerial Concerns about Delegating;

Delegating Authority for  Effective Task Performance;

Delegating Responsibility with Delegated Task;

Factors Influencing Effective Delegation;

Delegation in a Time Management Context.

 

Part 3: Contextualising Delegation

Delegation as Internal Promotion;

Informal Management Succession Charts;

Formal Management Succession Charts;

Internal Selection Mechanism;

Delegation and External Candidature;

Authority: Facets #1 and 2 Contextualised.

 

Part 4: Role in an Organisational Context

Role: A Definition;

The ‘Role Set’;

Role and Role Relationships;

Exemplifying Roles;

The Role Actor or Incumbent;

Role Perception;

Incumbent’s Role Perception;

Individual’s Role Perception;

Role and the External Environment;

Role and the Internal Environment;

Defining the Role Set;

Role Segments;

The Relationship between an Incumbent’s Experience and Role Enactment;

The Relationship between an Incumbent’s Role Perception and His or Her Role Performance;

The Place of an Incumbent’s Perceived Role Expectations on His or Her Role Enactment;

Segmental Expectations;

The Role as the Behavioural Expectations of a Role Set;

The Boundary Relationship of a Role Set;

Role Expectations of Social Support;

The Democratic Incumbent;

The Autocratic Incumbent;

The Generous Incumbent;

The Dedicated Incumbent;

The Social Self;

Self-Ideal as a Behavioural Construct;

Self-Ideal and a Performance Enhancer.

 

 

Part 5: The Organisation’s Internal and External Accountability

Internal Organisational Accountability;

Upward Organisational Accountability;

Downward Organisational Accountability;

The Risk of Internal ‘Sabotage’;

External Organisational Accountability;

Accountability to Owners or Sponsors;

Accountability to Clients, Users, or Customers;

Accountability to Creditors;

Accountability to Sector or Industry.

 

Part 6: Organisational Design Metaphors and Relationships

Organisational Structure as Roles and Relationships;

Lines of Authority and Accountability in Organisations;

Unitary Command System: Classical Organisational Theory and Design;

Dual and Multiple Command Systems: Towards Neo-Classical, Humanistic and Contingency Organisational Design Approaches;

Operational Centralisation;

Operational Decentralisation;

Bureaucratic Organisations;

Adhocratic Organisations;

Mechanistic Organisations;

Organismic Organisations;

Single Status Organisations;

Dual Status Organisations;

Role Specificity in Mechanistic Organisations;

Role Specificity in Organismic Organisations;

Managerial Control vs. Worker Autonomy and Professionalism in Mechanistic Organisations;

Managerial Control vs. Worker Autonomy and Professionalism in Organismic Organisations;

Structural Typologies;

The Simple Organisational Structure;

Snippet of Functional Organisational Structure;

Snippet of Divisional Structure;

Bases of Divisional Organisational Structure;

Snippet of Matrix Organisational Structure;

Matrix Organisational Types.

 

 

Part 7: Understanding Organisational Culture

Concept of Organisational Culture;

Cultural Classification:

Role Culture;

Task Culture;

Power Culture.

The Relationship between Power, Culture and Organisational Structure;

Culture and Managerial Action;

Organisational Culture Improvement.

 

 

Part 8: From Personnel to Human Resource Management: A Strategic Development

A Distinction between Personnel Management and Human Resource Management;

The advent of Welfare Management;

The role of Joseph Rowntree in Industrial Welfare Development;

The Development of Professional Personnel and Human Resource Management;

Concerns of Personnel Management:

Recruitment and Selection;

Workers’ Welfare and Benefits;

Industrial Relations;

Staff Appraisal;

Training and Development.

The strategic significance of Human Resource Management;

Concerns of Human Resource Management:

Recruitment;

Selection;

Motivation;

Human Resource Planning;

Workforce Management Strategy;

Flexible Working Strategy

 

 

Part 9: Human Resource Management As A Strategic Tool

The rationale for Human Resource Planning (HRP);

The link between HRP and Corporate Planning;

Human Resource Forecasting (HRF);

Designing, implementing and reviewing the effectiveness of HRP;

The role of Employee Resourcing in Corporate Strategies and Goals;

The role of internal and stakeholders in the Employee Resourcing process;

Emergent and Contingency Approaches to Employee Resourcing;

The role of Employee Resourcing in Business and Subsystem Strategy;

The role of Employee Resourcing in the Development of Organisational Strategy;

Organisational Strategy and Employee Resourcing Strategy Compatibility.

 

 

Part 10: Strategising Employee Resourcing (1)

Logicalising Internal and External Selection Processes;

Internal and External Selection Processes as an Organisational Development Phenomena;

Rationalising Internal Selection as a Process;

Staff Turnover and its Negative and Positive Impact on the Organisation;

Recruitment and Selection as a Resourcing Activity;

The Importance of Human Resource Forecasts;

Methods of Forecasting Human Resource Needs of the Organisation;

The Political, Economic, Social, Technological, Environmental and Legal (PESTEL) Factors, in the External Uncontrollable Environment and how they impinge on Employee Resourcing, incorporating Human Resource Planning;

Strategic Operational Review’ (SOR) As Prerequisite for Human Resource Forecasting.

 

 

Part 11: Strategising Employee Resourcing (2)

Importance of Human Resource Audit;

Conducting Human Resource Audit;

Personnel Deployment Chart (PDC);

Management Succession Chart (MSC);

Job Analysis;

Job Description;

Personnel Specification;

Market Targeting;

Designing and Placing Advertisement;

Designing a Candidate Assessment Form (CAF);

Weighting and Using a Candidate Assessment Form (CAF);

Non-Conventional Personnel Selection;

Short Listing Candidates;

Conducting Selection Interviews;

 

 

Part 12: Motivation in Human Resource Management

Directing or Leading: Setting The Stage;

The Conceptual Bases of Motivation;

Theoretical Bases of Motivation: An Overview;

Distinguishing Between Knowledge and Skills;

Competence and Performance: A Conceptual Exploration;

Is there a Definitive Relationship between Competence and Motivation?

Content Theories and Some of Their Contributors:

Maslow’s Hierarchy of Needs;

Analysis of Maslow’s Claims;

McClelland's Studies;

Taylor: Money and Motivation;

Motivator-Hygiene Factor: Herzberg’s Contribution.

Process Theories;

Equity Theory;

Goal-Setting Theory;

Expectancy Theory;

Equitable Reward Systems;

Reinforcement Theories.

 

Part 13: Contextualising Motivation in Human Resource Management

The Extent to Which Salary or Wages Inducement Motivate Workers;

Performance Related Pay (PRP);

Productivity Bonuses;

Efficiency Gains;

Profit Share;

Social Differentiation in Motivation;

Culture Differentiation in Motivation;

Wealth as a Factor in Motivation;

Class as an Issue in Motivation;

Individual Expectation and Motivation;

Individual Preferences as a Motivating Factor;

Designing an Effective Motivation Strategy.

 

Part 14: Diversity Management and Its Importance in Human Resource Management

The Concepts of Equal Opportunities and Diversity Management;

Equal Opportunities in Employment and the British Legislation;

Exploring Workforce Diversity;

Cultural Diversity, Generally;

Gender Diversity;

Racial Diversity;

Ethnic Diversity

Age Diversity;

Perceptual and Mental Diversity;

Physical Diversity;

Sexuality Diversity;

Sentience as a Basis for Racial, Ethnic and Gender Discrimination;

Racial, Ethnic and Gender Discrimination: The Social Identity Perspective;

Gender and Sex Discrimination;

Age Discrimination (Ageism and Reverse Ageism);

Disability Discrimination;

Racial Discrimination;

Discrimination as Social Identity;

Understanding and Dealing with Sentience.

 

Part 15: Diversity Management or Mismanagement: Organisational Enhancement or Catastrophe?

Diversity Mismanagement and Its Consequence for Organisational Survival: Some Case Examples;

Beyond Equal Opportunities: Towards Diversity Management;

Diversity Management and Effective Human Resource Utilization;

Constitution of Committees and Task Forces;

Gate Keeping: Avoiding ‘Resonation’;

Utilizing Marketing Intelligence;

Activities Necessary for an Effective Management of Organisational Diversity: Managing Organisational Culture;

Ensuring Human Resource Management System Is Bias Free;

Managing Diversity through Recruitment, Training, Education & Development;

Managing Diversity in Appraisal, Compensation and Benefits;

Promotion;

Creating a Higher Career Involvement of Women: Eliminating Dual Career Routes;

Managing Diversity through the Prevention of Subtle Sexual Harassment;

Managing Racial, Ethnic and Gender Diversity through the Elimination of the Opportunities for Discrimination That Are Created by the ‘Complaints System’;

Reducing Work-Family Conflict;

Promoting Heterogeneity in Race, Ethnicity, Nationality

Being Mindful of the Effect of Homogeneity on Cohesiveness and Groupthink;

Effective Diversity Management and Organisational Success;

Some Effective Diversity Initiatives;

Mummy Tracks;

Granny Crèche;

Employment of Older People;

Example of Organizations with Diversity-Enhanced Environments.

 

Part 16: Project Management: Overview

Project Defined;

Distinction between Project and Task;

Project Classification;

Pre-Project Commissioning;

The Project Management Concept;

Pre-feasibility and Feasibility Studies;

Project Life Cycle;

Project Life Cycle Phases:

Project Initiation;

Project Planning;

Project Execution:

Project Evaluation.

Project Completion;

Project Commissioning.

Project Life Cycle Management;

Project Portfolio Management System;

Project Co-ordination;

Project Sustainability;

The Project Manager.

 

Part 17: Project Initiation

Pre-feasibility and Feasibility Studies;

Pre-Project Commissioning;

Basic Steps of the Project Initiation Phase;

Using Project Selection Models/Methods:

Criteria for Choosing Project Selection Models;

Nature of Project Selection Models;

Nonnumeric:

The Sacred Cow;

The Operating Necessity;

The Competitive Necessity;

The Product Line Extension;

Comparative Benefit Model.

Numeric:

Payback Period;

Average Rate of Return;

Discounted Cash Flow/Net Present Value Method;

Internal Rate of Return;

Profitability Index.

Critical Factors to Ensure your Project is Successful:

Project Initiation Document:

The Project Charter;

The Project Mandate;

Other Project Initiation Documents.

Identifying and Performing Stakeholder Analysis.

 

 

Part 18: Project Planning Process

Defining the Project Scope:

Project Objectives;

Deliverables;

Milestones;

Technical Requirements;

Limits and Exclusions;

Reviews with Customers.

Project Priority;

The Triple Constraints;

Work Breakdown Structure (WBS)

Process Breakdown Structure.

 

Part 19: Project Execution and Control

Managing Personalities in Teams;

Effective Team-Work;

Managing the Team:

Running Effective Meetings;

Working with Geographically Remote People and Groups.

Management and Leadership in Project Environments:

The Role of Leadership and Management in Projects;

Individual Skills and Attitudes;

Individual Motivation;

Structural Implications for Project Managers;

Cultural Implication for Project Managers;

Management Style;

The Development of Management Thinking;

The Development of New Management Paradigm.

 

 

Part 20: Project Monitoring and Evaluation

Introduction to Project Monitoring;

Monitoring Mechanisms;

Monitoring tools;

Participatory Monitoring;

Steps to Participatory Monitoring Techniques;

The Purpose of Project Monitoring and Evaluation;

Key Principles of Project Monitoring and Evaluation;

Critical Success Factors of Project Monitoring and Evaluation;

Project Audit;

Types of Project Audit;

Contents of the Project Audit.

 

 

Part 21: Project Termination or Closure

Appropriate Project Termination Activities;

Activities in Closeout Phase;

Reasons for Stopping in Mid-Stream;

Early Termination Analyses;

Modes of Project Closure/Termination;

Project Disposition Phase;

The Objective of Project Disposition Phase;

Roles and Responsibilities During the Disposition Phase;

Deliverables During the Disposition Phase;

Final Project Report;

Mid-Term Evaluation Report: Sample Outline;

Annual Programme/Project Report.

 

 

Part 22: Management and Cost Management Fundamentals: A Review of Key Cost Concepts

The Accountant’s Role in the Organization;

An Introduction to Cost Terms and Purposes;

The Use of Cost Management Information;

Creating Cost-Aware Organizations ;

Review of Some Key Cost Concepts;

Product vs. Period Costs;

Direct and Indirect Costs;

Cost Behaviour: Fixed and Variable Costs;

Problems and Examples.

 

Part 23: Different Approaches to Costing (1)

Absorption (Full) vs. Variable Costing;

Under-Costing and Over-Costing: The Consequences For Profitability;

How to Refine a Costing System?;

Activity-Based Costing (ABC) and Cost-Management;

Cost Hierarchy and Cost Drivers;

Linking Resources, Activities and Management;

Introducing Activity-Based Management (ABM);

Linkages between ABM and ABC – Monitoring Value Creation;

Problems, Case Study and Examples.

 

 

Part 24: Cost Planning and Pricing Decisions: Life – Cycle – Costing, Target Costing and Target Pricing

Linking Process Development to Costing;

Target Costing, Target Pricing and Its Implications;

The Three Major Influences on Pricing Decisions;

Distinguish Between Cost Incurrence and Locked-In Costs;

Cost plus Approach to Pricing;

Life Cycle Product Budgeting and Costing To Assist In Pricing Decision;

Problems, Case Study and Example.

 

 

Part 25: A Strategic View of the Business Environment (1)

The Accounting Environment

The Uses and Purpose of Accounting;

Users of Accounting and Financial Information;

Various Groups of Stakeholders: Internal and External Users;

Accounting Language and Terminology;

Cash versus Profit, Accruals and Monetary Concepts;

Profit and Profitability;

Accounting Reports and Statements.

 

 

Part 26: A Strategic View of the Business Environment (2)

Statement 1: The Balance Sheet – The Financial Position

The Structure of the Balance Sheet;

What Does the Balance Sheet Tell Us About the Company?

Limitations of the Conventional Balance Sheet.

 

Statement 2: The Profit and Loss Account (Income Statement) – Financial Performance

What Is Profit?;

The Structure of the Profit and Loss Account;

What Does the Profit and Loss Account Tell Us About the Company?

The Links between the Profit and Loss Account and Balance Sheet.

 

 

Part 27: The Financial Statements and Financial Analysis

Statement 3: The Cash Flow Statement – Financial Flow

Cash vs. Profit;

What Is Included in The Cash Flow Statement?

Why Is Cash Flow So Important?

The Structure of the Cash Flow Statement;

The Links between Three Accounting Statements: The Cash Flow Statement, Profit and Loss;

Account and Balance Sheet.

 

The Annual Report and Financial Analysis

The Key Elements of Published Reports and Accounts;

Ratio Analysis: Profitability; Efficiency and Performance; Liquidity; Investment; Cash Flow; the DuPont System;

Cash vs. Profit as a Measure of Performance, EBITDA;

Predicting Business Failure – The Altman Z-Score;

Sources of Financial Information;

The Use of Non-Financial Information Together With Financial Information.

 

 

Part 28: Budgeting and Short-term Planning

 

Break-Even Analysis: Cost/Volume/Profit Analysis

Cost/Volume/Profit (CVP) Relationships;

Break-Even Analysis;

Single And Mixed Products;

The Impact of Cost Structure Changes;

Limitations of CVP Analysis.

Budgeting

Purposes of Budgeting;

The Budget Process, Including Activity Based Budgeting;

Uncertainty and Risk – Worst and Best Outcomes;

Motivation and the Behavioural Aspects of Budgeting;

Problems in Budgeting.

 

Part 29: Budgetary Control, and Long-Term Planning DCF and Capital Investment Appraisal

Capital Investment Decisions

What Is an Investment?

Investment Appraisal Criteria and Investment Decisions;

Time Value of Money;

Free Cash Flows;

Capital Rationing and Control of Capital Investment Projects;

Risk and Uncertainty and Decision-Making – Sensitivity Analysis.

Budgetary Control

 

Organisational and Accounting Control Systems;

Standard Costing;

Flexed Budgets and Variance Analysis;

Types of Variances and the Reasons They Occur;

Planning and Operational Variances.

 

 

Part 30: Financing the Business and Strategic Accounting

Internal and External Sources of Finance 

Financing the Business:

Sources of Finance;

Gearing;

Weighted Average Cost of Capital (WACC);

Cost of Debt and Equity Capital;

Risk Analysis and CAPM.

Strategic Accounting:

Outline of Strategic Management Accounting;

Competitor Information and Strategic Positioning;

Competitive Advantage;

Strategic Accounting Systems, and the Balanced Scorecard.

New Role for Managers and Accountants.

 

 

 

Part 31: A Strategic View of the Business Environment (1)

The Accounting Environment

The Uses and Purpose of Accounting;

Users of Accounting and Financial Information;

Various Groups of Stakeholders: Internal and External Users;

Accounting Language and Terminology;

Cash versus Profit, Accruals and Monetary Concepts;

Profit and Profitability;

Accounting Reports and Statements.

 

Part 32: A Strategic View of the Business Environment (2)

Statement 1: The Balance Sheet – The Financial Position

The Structure of the Balance Sheet;

What Does the Balance Sheet Tell Us About the Company?

Limitations of the Conventional Balance Sheet.

 

Statement 2: The Profit and Loss Account (Income Statement) – Financial Performance

What Is Profit?;

The Structure of the Profit and Loss Account;

What Does the Profit and Loss Account Tell Us About the Company?

The Links between the Profit and Loss Account and Balance Sheet.

 

 

Part 33: The Financial Statements and Financial Analysis

Statement 3: The Cash Flow Statement – Financial Flow

Cash vs. Profit;

What Is Included in The Cash Flow Statement?

Why Is Cash Flow So Important?

The Structure of the Cash Flow Statement;

The Links between Three Accounting Statements: The Cash Flow Statement, Profit and Loss;

Account and Balance Sheet.

 

The Annual Report and Financial Analysis

The Key Elements of Published Reports and Accounts;

Ratio Analysis: Profitability; Efficiency and Performance; Liquidity; Investment; Cash Flow; the DuPont System;

Cash vs. Profit as a Measure of Performance, EBITDA;

Predicting Business Failure – The Altman Z-Score;

Sources of Financial Information;

The Use of Non-Financial Information Together With Financial Information.

 

 

Part 34: Budgeting and Short-term Planning

Break-Even Analysis: Cost/Volume/Profit Analysis

Cost/Volume/Profit (CVP) Relationships;

Break-Even Analysis;

Single And Mixed Products;

The Impact of Cost Structure Changes;

Limitations of CVP Analysis.

Budgeting

Purposes of Budgeting;

The Budget Process, Including Activity Based Budgeting;

Uncertainty and Risk – Worst and Best Outcomes;

Motivation and the Behavioural Aspects of Budgeting;

Problems in Budgeting.

 

Part 35: Budgetary Control, and Long-Term Planning DCF and Capital Investment Appraisal

Capital Investment Decisions

What Is an Investment?

Investment Appraisal Criteria and Investment Decisions;

Time Value of Money;

Free Cash Flows;

Capital Rationing and Control of Capital Investment Projects;

Risk and Uncertainty and Decision-Making – Sensitivity Analysis.

Budgetary Control

 

Organisational and Accounting Control Systems;

Standard Costing;

Flexed Budgets and Variance Analysis;

Types of Variances and the Reasons They Occur;

Planning and Operational Variances.

 

 

Part 36: Financing the Business and Strategic Accounting

Internal and External Sources of Finance

Financing the Business:

Sources of Finance;

Gearing;

Weighted Average Cost of Capital (WACC);

Cost of Debt and Equity Capital;

Risk Analysis and CAPM.

Strategic Accounting:

Outline of Strategic Management Accounting;

Competitor Information and Strategic Positioning;

Competitive Advantage;

Strategic Accounting Systems, and the Balanced Scorecard.

New Role for Managers and Accountants.

 

#020.1 Business Management Programme, Leading to Postgraduate Certificate in Business Management, accumulating to a Postgraduate Diploma, with 180 additional Credit-Hours. Click To Download PDF Brochure.