Planning, Costing and Budgeting for Executive Decision-Making, PG Short Course: Dubai KL London Abuja Algiers Colombo Karachi, Online

HRODC Postgraduate Training Institute, Providing Postgraduate Diploma; PG Certificate; & PG Short Courses, in Dubai, London, Kuala Lumpur, Colombo, New Delhi, Islamabad, Abuja, Accra, Lagos, Lusaka, Paris, Wolverhampton, Birmingham, Banjul, Amman, Doha, Kuwait, Cairo, Manama, Nairobi, Jeddah, etc. & Online.

Seminar or Course Number 058 - Planning, Costing and Budgeting for Executive Decision-Making Course, Leading to Diploma - Postgraduate in Planning, Costing and Budgeting, 30 Credit-Hours, accumulating to a Postgraduate Certificate, with 150 additional Credit-Hours, and  a Postgraduate Diploma, 330 additional Credit-Hours.  Contents include Organisational Control, Organisational Control Systems, Operational Control, Detailed Scheduling, Control Mechanism, Inventory control, Cost control, Quality Control, Strategic Management, Resource Management, Corporate and Operational Management, Resource Utilisation, Functions of Management, Planning as A Function Of Management, Strategic Plans, Tactical Plans, Operational Plans, Standing Plans, Managing Organisational Resources, Classification of Budgets, Sales Budget, Production Budget, Purchase Budget, Personnel Budget, Capital Expenditure Budget, Cash Budget, Master Budget, Fixed Budget, Flexible Budget, Method in Assessing Budgets, Budgeted Balance Sheet, Budgeted Statement of Cash Flows, Budgeting Process, Typical Budgeting Traps, Doing it Backwards, Costing in the Dark, Taking it from the Top, Hitting Thresholds at any Cost, Treating it as Written in Stone, Clinging to Spreadsheets, Round Peg in a Square Hole, Business Plan, Downplaying Variances, Automatically going into a roll, Budget and Strategy, Budget and Forecasting, Principles and Procedures, Successful Budgeting.

 

Seminar or Course Number 058 - Planning, Costing and Budgeting for Executive Decision-Making Seminar or Course, Leading to Diploma–Postgraduate - in Executive Planning, Costing and Budgeting, Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

 

Course Co-ordinator:        

Prof. Dr. R. B. Crawford is Course Coordinator. He is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

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.

 

Duration: 5 Days

 

Cost: £5,000.00 per Delegate                       

 

The course cost does not include living accommodation. However, delegates are treated with the following:

 Free Continuous snacks throughout the Event Days;  

 Free Hot Lunch on Event Days;                           

 Free City Tour;             

 Free Stationery;                               

 Free On-site Internet Access;

HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

Certificate of Attendance and Participation – if unsuccessful on resit.

 

HRODC Postgraduate Training Institute’s Complimentary Products include:

HRODC Postgraduate Training Institute’s Leather Conference Folder;

HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

HRODC Postgraduate Training Institute’s Key Ring/ Chain;

HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

HRODC Postgraduate Training Institute’s Metal Pen;

HRODC Postgraduate Training Institute’s Polo Shirt.

 

  

For Whom This Course is Designed

This Course is Designed For:

Managers with direct financial responsibilities;

Executives who need to evaluate plans for approval and variance reports for corrective action;

Managers who need to improve their skills in constructing and controlling their budget;

Supervisors from every discipline and department who have to manage departments and plan, cost, and budget during their business careers;

Cost and management accountant;

Financial planners and cost analysts;

Senior managers who supervise people with financial responsibilities;

Financial and budget controllers who are moving to wider responsibilities;

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

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

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

First appointment managers on fast-track development programmes;

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

Anyone from non-financial disciplines who needs to evaluate proposed business expenditure decisions;

New members of the management team who need to know more about the budgeting process.

 

Seminar or Course Number 058 - Planning, Costing and Budgeting for Executive Decision-Making Seminar or Course, Leading to Diploma–Postgraduate - in Executive Planning, Costing and Budgeting, Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.

 

 

Course Contents, Concepts and Issues

 

 

Part 1: Organisational Control: Role and Issues

 

Organisational Control;

Organisational Control Systems;

Operational Control;

Loading;

Sequencing;

Detailed Scheduling;

Other control mechanism include:

Inventory control;

Cost control.

Quality control Relationship Between Strategic Management And Resource Management;

Conflict Between Corporate And Operational Management In Relation To Resource Utilisation;

The Functions of Management;

Planning As A Function Of Management;

Strategic Plans;

Tactical Plans;

Operational Plans;

Standing Plans;

Managing Organisational Resources.

 

 

Part 2: Budget and Budgeting

 

Classification of Budgets:

Sales Budget;

Production Budget;

Purchase Budget;

Personnel Budget;

Capital Expenditure Budget;

Cash Budget;

Master Budget;

Fixed Budget;

Flexible Budget.

Method in Assessing Budgets:

The Cash Budget;

The Budgeted Balance Sheet;

The Budgeted Statement of Cash Flows.

The Budgeting Process;

Typical Budgeting Traps:

Doing it Backwards;

Costing in the Dark;

Taking it from the Top;

Hitting Thresholds at any Cost;

Treating it as Written in stone;

Clinging to Spreadsheets;

Putting a Round Peg in a Square Hole;

Using it as a Business Plan;

Downplaying Variances;

Automatically going into a roll.

Budget and Strategy;

Budget and Forecasting;

Principles and Procedures for Successful Budgeting.

 

 

Part 3: Budget Construction and Control

 

Budgeting as Part of Planning Process and as A Communication Process;

Budget and Budgetary Control;

Budgetary Control and Variance Analysis;

Budgeting As a Control Mechanism;

Budgeting and the Controlling of Organisational Resources;

Traditional methods of resource allocation;

 Modern Approaches To Resource Allocation - Based on Assessment of the Potential of Subsystem to Succeed, In relation to prevailing environmental situation;

Responsibility centres in the form of:

Revenue centres;

Expense or cost centres;

Profit Centres;

Investment centres.

 

Part 4: Different Approaches to Budgeting

 

Cost Behaviour:

Variable Costs;

Fixed Costs.

Costing and Cost-Benefit Analysis;

Activity-Based Costing;

Components of Master Budget:

Operating Budget;

Financial Budget.

Policy Planning and Budgeting Systems (PPBS);

Zero Base Budgeting;

Activity-Based Budgeting:

Financial Benefits;

Organisational Benefits.

Master Budget:

Paradigm-Based Budgeting;

Process-Based Budgeting;

Priority-Based Budgeting;

Performance-Based Budgeting.

Activity-Based Budgeting Vs. Activity Based Costing;

Activity-Based Budgeting Related to Operational Planning;

Activity-Based Budgeting Related to Portfolio Management;

Traditional Based Budgeting Vs. Zero Based Budgeting;

Budget by Deliverables;

Budget preparation:

Sales budget;

Production budget;

Raw materials and purchasing budget;

Labour budget;

Cash budget.

 

 

Part 5: Introduction to Throughput Accounting

 

Throughput Accounting:

Throughput Accounting: An Introduction;

Rate of Return;

Cash or Potential Cash Returns;

Average Returns when Capital is at Risk;

Determining whether a Programme or event Increases Throughput;

Effect of Reducing Investment (Inventory) (money that cannot be used) in Business and Non-Business Organisations

Reducing Operating Expense.

Efficiency Gains:

Defining Efficiency Gains;

Measuring Efficiency Gains;

Improving Efficiency Gains.

Substituting the concept of ‘Efficiency Gains’, in Throughput Accounting, for the Concept of Net Profit in Training Departments, as in:

Net profit (NP) = Throughput - Operating Expense = T-OE

Return on investment (ROI) = Net profit / Investment

 

Seminar or Course Number 058 - Planning, Costing and Budgeting for Executive Decision-Making Seminar or Course, Leading to Diploma–Postgraduate - in Executive Planning, Costing and Budgeting, Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course.