Strategic Planning, Business Planning Budgeting, Organisational Effectiveness, Dubai KL London Jakarta Abuja Doha Colombo Delhi, 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 131 - Strategic Planning, Business Planning  and Budgeting for Organisational Effectiveness Course, Leading to Diploma - Postgraduate in Strategic Planning, Business Planning and Budgeting in Organisations, 36 Credit-Hours, accumulating to a Postgraduate Certificate, with 114 additional Credit-Hours, and a Postgraduate Diploma, with 324 additional Credit-Hours.  Contents include Strategic Planning, Business Planning, Organisational Effectiveness, Requirements of Planning, Planning Characteristics, Informal Plans, Purpose of Planning, Planning Misconceptions, Planning Variations, Breath or Coverage, Planning Contingency, Steps in Planning,

 

Planning and Organisational Control, Planning in Operations Management, Organisational Management, Types of Plan, Planning Concepts, Planning Components, Strategic Planning Process, Quality Tests, Strategic Plan, Timing Strategic Plans, Operational Plan a, Business Plan, Standing Plan, Single-use Plan, Operational Planning Issues, Perfecting the Business Plan, Manufacturing Capabilities, Cash flow Forecast, Liquidity Ratio, Inventory Control, Material Requirements Planning MRP, Just-In-Time JIT, Relationship Management, Order Fulfilment, Client or Customer Service, Tactical Planning, Strategic Planning Tools, SWOT Analysis, Balanced Scorecard, Scenario Planning, PESTEL Analysis, Planning Strategies, Cycle, Planning Strategies, Continuous Process, Best Options, Details Planning, Plan Evaluation, Objectives Setting, Foundation of Planning, Stated Objectives, Traditional Objective Setting, Means-Ends Chain, Start and Completion Dates, Assigning Responsibility.

 

Seminar or Course Number 131 - Strategic Planning, Business Planning and Budgeting for Organisational Effectiveness, Leading to Diploma – Postgraduate in Strategic Planning, Business Planning and Budgeting in Organisations.

 

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.

 

      For Whom This Course is Designed

This Course is Designed For:

Managers with direct financial responsibilities

Planning and budgeting analyst

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

 

 Duration: 6 Days

 

Cost: £6,000.00 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.

 

 

Seminar or Course Number 131 - Strategic Planning, Business Planning and Budgeting for Organisational Effectiveness, Leading to Diploma – Postgraduate in Strategic Planning, Business Planning and Budgeting in Organisations, Accumulating to a Postgraduate Diploma.

 

Course Objectives

 

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

 

Demonstrate an exceptional ability in planning.

Define planning

Prepare a plan incorporating all the necessary requirements.

Explain the concept of informal plan.

Know the different purposes of planning.

Classify plan.

Identify the various contingency factors in planning to prepare their organisation for any unforeseen or unexpected circumstances.

Know the characteristics of planning.

Discuss in proper order the steps in planning.

Establish the relationship between planning and organisational control.

Discuss the various components of operation management.

 

Part 2: Types of Plan

 

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

Know the concept of, and prepare a tactical plan for their organisation.

Draft a strategic plan for their organisation incorporating therein the key components.

Discuss the underlying concepts of Strategic planning.

Use the different strategic planning tools in preparing their organisation’s strategic plan.

Illustrate the strategic planning process.

Undertake tests to check the quality of their organisation’s strategic plan.

Know the right period for doing strategic planning.

Draft an operational or business plan for their organisation.

Differentiate between standing and single-use plan.

Determine the issues involved in operational plan.

Distinguish between strategic planning and operational/business planning.

Distinguish between strategic planning and tactical planning.

 

Part 3: Planning Strategies, Cycle and Outline

 

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

Adopt different strategies in drafting a plan.

Explain and illustrate the planning cycle.

Follow the steps in planning cycle.

Realise the importance of setting objectives in the preparation of the plan.

Draft a plan outline.

 

Part 4: Overview of Budgeting

 

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

Demonstrate an exceptional ability in budgeting.

Realize how proper budgeting can help their management to keep in track with the financial transaction and to manage the finance of their organisation for its future growth and development by knowing the basic concept of budget and budgeting.

Know the two primary functions of budgeting.

Identify the benefits of proper budgeting towards the success of their organisation.

Cite the classification of budgets and distinguish one from the other.

Enumerate the different types of budget.

Avoid common traps associated with budgeting.

Develop ways to avoid damage caused by ineffective budgeting.

Suggest ways on how to prevent budgeting overkill.

Know the different strategies in making a good budget plan.

Establish how proper budgeting and forecasting will lead in the preparation of a good plan.

Ascertain the relationship between budgeting and management for the proper coordination of organisational activities.

Prepare an efficient budget plan by knowing the principles and procedures for successful budgeting

Specify the role of budgeting in the planning and communication process.

Understand the nature and purpose of budgets for planning and control.

Ascertain how budgetary control helps in monitoring revenue and expense levels in operating activities. 

Learn how variance analysis helps management to understand the present costs and how to control the future costs.

Know how the different responsibility centres promote effective financial control.

Report a budget segment internally and externally.

 

Part 5: Different Approaches to Budgeting

 

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

Distinguish between fixed and flexed budget.

Know the principles of a rolling budget.

Explain the underlying concept of zero-based budgeting and its advantages and disadvantages.

Differentiate traditional-based budgeting and zero based budgeting.

Give comments on the criticisms in zero-based budgeting.

Determine how zero-based budgeting may assist in budgeting, planning and control

Understand and explain the concept of Activity Based Budgeting (ABB).

Appreciate the importance of ABB towards creating accurate forecast for the organisation.

Enumerate the financial and organisational benefits of ABB.

Establish the relationship of ABB to operational planning and portfolio management

Prepare a master budget for their organisation.

Explain the underlying concept of paradigm-based budgeting, process-based budgeting, priority-based budgeting and performance-based budgeting and differentiate one form the other.

Develop ways for innovative budgeting in credit crunch and economic recession.

 

Part 6: Nature and Behaviour of Cost and the Budget Preparation Process

 

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

Analyse how cost behaviour influences forecasting and budget plan creation.

Distinguish fixed, variable costs and mixed costs.

Design an activity-based costing model in estimating the cost elements of the organisation’s products or services.

Know the different components of operating budget.

Explain the concept of project and variable budget.

Know the underlying concept of management by objectives.

Prepare/Draft an operating budget plan for the continued operation of their organisation at current levels.

Prepare/Draft a financial plan for the proper allocation of future income to various types of expenses.

 

 

Seminar or Course Number 131 - Strategic Planning, Business Planning and Budgeting for Organisational Effectiveness, Leading to Diploma – Postgraduate in Strategic Planning, Business Planning and Budgeting in Organisations, Accumulating to a Postgraduate Diploma.

 

 

Course Contents, Concepts and Issues

 

 

Part 1: Key Issues in Planning

Planning, Defined

Requirements of Planning

Planning Characteristics

Informal Plans

Purpose of Planning

Planning Misconceptions

Planning Variations:

According to Breath or Coverage

According to Time Frame

According to Specificity

According to Frequency

Planning Contingency

Steps in Planning

Planning and Organisational Control

Planning in Operations Management

Planning as the Link-Pin in Organisational Management

Organising

Directing

Co-ordinating

Controlling

Part 2: Types of Plan

 

Pertinent Planning Concepts

Key Planning Components

Strategic Planning Process

Quality Tests for Strategic Plan

Timing Strategic Plans

Operational Plan as Business Plan

Standing Plan

Single-use Plan

Operational Planning Issues: Perfecting the Business Plan

Operational, Production or Manufacturing Capabilities;

Cash flow Forecast

Liquidity Ratio

Facilities

Inventory and Inventory Control

Material Requirements Planning (MRP) VS Just-In-Time (JIT) Operation

Distribution, 'Facilitation' and Relationship Management

Maintenance or Service – Order Fulfilment and Client or Customer Service

Strategic Planning vs. Operational/Business Planning

Strategic Planning vs. Tactical Planning

Strategic Planning Tools

SWOT Analysis

Balanced Scorecard

Scenario Planning

PESTEL Analysis

 

Part 3: Planning Strategies, Cycle and Outline

 

Planning Strategies

Planning as a Cyclical and Continuous Process

Initiate

Identify Aim

Explore Options

Selection of Best Options

Details Planning

Plan Evaluation

Implementation

Closure

Feedback

Objectives Setting: The Foundation of Planning

Real vs. Stated Objectives

Traditional Objective Setting

Means-Ends Chain

The Plan Outline

Setting goals & objectives

Determining steps to achieve goals

Setting start & completion dates

Assigning responsibility

 

Part 4: Overview of Budgeting

The Basic Concept of Budget and Budgeting

Two Primary Functions of Budgeting

Benefits of Budgeting

Classification of Budgets

Different Types of Budget

Methods in Assessing the Project

Typical Budgeting Traps

Damage from budgeting and how to avoid it

Budgeting Overkill

Budget and Strategy

Budgeting and Forecasting

Budgeting and Management

Principles and Procedures for Successful Budgeting

Budget Construction and Control

Budgeting as part of planning process and as a communication process

Nature and purpose of budgets for planning and control

Budgetary control and variance analysis

Responsibility Centres:

Revenue Centres

Expense or Cost Centres

Profit Centres

Investment Centres

Segment reporting internally and externally

 

Part 5: Different Approaches to Budgeting

 

Fixed and Flexed Budget (static and flexible budget)

Rolling Budget

Zero-based Budgeting

Concept

Traditional-based Budgeting vs. Zero Based Budgeting

Criticisms

How Zero-based Budgeting May Assist in Budgeting, Planning and Control?

Activity Based Budgeting (ABB)

Concepts

Importance

Financial Benefits

Organisational Benefits

Relationship to Operational Planning

Relationship to Portfolio Management

Master Budget

Paradigm-based Budgeting

Process-based Budgeting

Priority-based Budgeting

Performance-based Budgeting

 Innovative Budgeting in Credit Crunch and Economic Recession

Policy, Planning and Budgeting System (PPBS)

Zero-Base Budgeting

 

Part 6: Nature and Behaviour of Cost and the Budget Preparation Process

 

Cost Behaviour

Fixed Costs

Variable Costs

Activity-based Costing

Operating Budget

Project Budget

Flexible (Variable Budget)

Management by Objectives

The Preparation of Operating and Financial Budget

Organization for Budget Preparation

Budget Timetable

Setting Planning Guidelines

Preparing the Sales Budget

Initial Preparation of Other Budget Components

Negotiation

Coordination and Review

Final Approval and Distribution

Revisions