Strategic Management Accounting, Inc. Balanced Score Card, PG Course, inc. Absorption Costing, Activity-Based Costing, Advanced Costing, Control Systems, Cost Behaviour, Cost Drivers, Cost Planning, Cost Management, Direct Costs, Fixed Budgets, Fixed Costs, Flexible Budget, Indirect Costs, Master Budget, Period Costs, Rolling Budgets, Target Pricing, Transfer Pricing, Value Creation, Variable Costs, Variance Analysis, Zero Base Budgeting, 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.

    Seminar or Course #041. Strategic Management Accounting, Incorporating Balanced Score Card Course, Leading to Diploma – Postgraduate – in Strategic Management Accounting, 30 Credit-Hours, accumulating to a Postgraduate Certificate, with 150additional Credit-Hours, and a Postgraduate Diploma, with 330 additional Credit-Hours.

    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.

     

    For Whom This Course is Designed

    This Course is Designed For:

     Financial and non-Financial managers from all functions of an enterprise will benefit from this intensive seminar, which teaches the key concepts and techniques of advanced and strategic management accounting;

    Operational and Production Managers;

    Marketing managers;

    Managers with direct financial responsibilities;

    Executives;

    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.

     

    Classroom-Based Duration and Cost:

    Classroom-Based Duration:

    5 Days

    Classroom-Based Cost:

    £5,000.00 Per Delegate

    Group Cost:

    Varies With Group Size

    Group Residential Cost:

    Up To 86% Discount, Based on Numbers.

    Online Synchronous (Video-Enhanced) Duration and Cost

    Online Duration:

    10 Days @ 3 Hours Per Day

    Online Cost:

    £3,350.00 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.

     

    Location:  Central London and International Locations

    Daily Schedule: 9:30 to 4:30 pm. 

    The successful management of a business depends on having a successful business strategy. Consequently, the strategic evaluation of organizational issues entails the analysis of a range of diverse factors. The existing and latent needs of the customer, the nature of product markets, changes in economic circumstances and altering social factors affect the way in which organizations can be reactive or proactive. Such observations have triggered calls for more strategically extensive management accounting thinking.

     

    Strategic Management Accounting is a form of management accounting in which emphasis is placed on information, which relates to factors external to the firm, as well as non-financial information and internally generated information. This seminar is to place management accounting within the context of the strategic management of a business and to provide a practical, yet academically rigorous, framework for applying management accounting techniques and concepts in this competitive environment.

    Course Objectives

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

    Explain the accountant’s role in the organisation;

    Define important cost terms and give their corresponding purpose;

    Determine the use of cost management information and its benefits;

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

    Be knowledgeable of some key cost concepts;

    Differentiate product cost from period costs;

    Differentiate direct cost from indirect costs;

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

    Distinguish absorption costing and variable costing;

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

    Learn how to refine a costing system;

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

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

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

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

    Link resources, activities and management;

    Ascertain how activity-based management improves processes and profitability;

    Identify the linkages between ABM and ABC;

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

    Learn the strategy of proper cost allocation;

    Explain cost allocation in joint-cost situation;

    Understand the principle of transfer pricing;

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

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

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

    Outline the activity based budgeting process;

    Enumerate the components of a master budget;

    Define variance analysis and give its function;

    Suggest ways to integrate continuous improvement into variance analysis;

    Establish the link of process development to costing;

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

    Name the three major influences on pricing decisions;

    Distinguish between cost incurrence and locked-in costs;

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

    Explain the concept of Strategic Investment Units;

    Cite the importance of control systems in an organisation;

    Enumerate the objectives of transfer pricing and illustrate how it is conducted;

    Describe the market based transfer pricing, cost based transfer pricing and negotiated transfer pricing and differentiate one from the other;

    Identify the role of control systems and performance measurement towards organisational improvement;

    Describe the new role of managers and management accountants in designing incentive systems;

    Name the different performance measures;

    Enumerate the financial and non-financial performance measures;

    Design an accounting-based performance measure;

    Understand ROI, RI and EVA;

    Determine how a balanced scorecard translates a company’s vision and strategy into a coherent set of performance measure; and

    Establish how value chain analysis leads to an organisation’s competitive advantage.

     

    Seminar or Course Number 041 - Strategic Management Accounting, Incorporating Balanced Scorecard Seminar or Course, Leading to Diploma – Postgraduate - in Strategic Management Accounting, Accumulating to a Postgraduate Diploma

     

    Course Contents, Concepts and Issues

     

    Part 1: Management and Cost Management Fundamentals

    A Review of Key Cost Concepts:

    The Accountant’s Role in the Organisation;

    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.

    Different Approaches to Planning and Budgeting:

    Fixed and Flexed Budget (Static and Flexible Budget);

    Rolling Budget;

    Zero Based Budgeting;

    Activity Based Budgeting;

    Master Budget;

    From Costing To Budget: Interpreting Variances (Variance Analysis);

    Integrate Continuous Improvement Into Variance Analysis;

    Problems, Case Study and Exercises.

     

    Part 2: Traditional and Activity-Based Approaches to Costing

    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 (ABM);

    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 3: Other Advanced Approaches to Costing

    Job-Costing Systems;

    Process Costing Systems;

    Cost Allocation;

    Cost Allocation: Joint-Cost Situation;

    Quality and Strategic Cost Management: The Concept of TQM;

    Problems, Case Study and Exercises.

     

    Part 4: Cost Planning and Pricing Decisions: Life Cycle Costing, Target Costing and Target Pricing

    Linking Process Development to Costing;

    Costing and Pricing For Short Run;

    Costing and Pricing For Ling Run;

    Target Costing, Target Pricing and Its Implications;

    Three Major Influences on Pricing Decisions;

    Distinguish Between Cost Incurrence and Locked-In Costs;

    Cost plus Approach to Pricing;

    Customer Profitability Analysis;

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

    Problems, Case Study and Examples.

     

    Part 5: Management Control Systems and Performance Issues: The Concept of Balanced Scorecard

    Strategic Investment Units;

    Control Systems and Transfer Pricing;

    Market Based Transfer Pricing;

    Cost Based Transfer Pricing;

    Negotiated Transfer Pricing;

    Control Systems and Performance Measurement;

    New Role for Managers and Management Accountants in Designing Incentive Systems;

    Different Performance Measures;

    Financial and Non-Financial Performance Measures;

    Designing an Accounting-Based Performance Measure;

    Understand ROI, RI and EVA;

    Strategic Performance Measurement: Balanced Score-Cared;

    Value Chain Analysis;

    Problems, Case study and Examples.

     

    Seminar or Course Number 041 - Strategic Management Accounting, Incorporating Balanced Scorecard Seminar or Course, Leading to Diploma – Postgraduate - in Strategic Management Accounting, Accumulating to a Postgraduate Diploma.