Doctor of Philosophy {(PhD) {University College London (UCL) -
Uni. 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.
He
was formerly an Expatriate at:
Ministry of Education, Sokoto,
Nigeria;
Ministry of Science and
Technical Education, Sokoto, Nigeria;
University of Sokoto, Nigeria;
College of Education, Sokoto,
Nigeria; and
Former Editor-In-Chief of ‘Sokoto Journal of Education’.
By
the conclusion of the specified learning and development
activities, delegates will be able to:
Determine the
uses and purpose of accounting;
Identify who
are the users of accounting and financial information;
Identify the
different internal and external users;
Explain some
accounting language and terminology;
Distinguish
cash and profit;
Explain the
concept of accruals and monetary concepts;
Understand the
principle of profit and profitability;
Draft
accounting reports and statements;
Determine the
different parts of the balance sheet;
Know the
information contained in the balance sheet pertaining to the
company;
Specify the limitations of the conventional balance sheet;
Define profit;
Be familiar
with the different components of the profit and loss account;
Ascertain the
information contained in profit and loss account pertaining to
the company;
Establish the
links between the profit and loss account and balance sheet;
Identify the
components of cash flow statement;
Prepare a cash
flow statement for their company;
Determine the
importance of is cash flow;
Be familiar
with the structure of the cash flow statement;
Establish the
links between three accounting statements: the cash flow
statement, profit and loss account and balance sheet;
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.
Differentiate cash from profit as a measure of performance,
EBITDA;
Learn how to
predict business failure using the ALTMAN z-score;
Identify the
different sources of financial information;
Determine the
use of non-financial information together with financial
information;
Establish the
cost/volume/profit (CVP) relationships;
Learn how to
perform break-even analysis;
Identify the
single and mixed products;
Ascertain the
impact of cost structure changes;
Determine the
limitations of CVP analysis;
Enumerate the
purposes of budgeting;
Know the
budget process, including activity based budgeting;
Identify the
possible uncertainty and risk in budgeting and planning;
Explain the
motivation and the behavioural aspects of budgeting;
Suggest
solutions to some problems in budgeting;
Define
investment;
Differentiate
between investment appraisal criteria and investment decisions;
Understand the
time value of money;
Define free
cash flows and identify the inclusions thereof;
Explain the
concept of capital rationing and control of capital investment
projects;
Utilise the
sensitivity analysis in decision-making to overcome risk and
uncertainty;
Learn about
organisational and accounting control systems;
Identify the
standard costs of a company;
Realise the
value of standard costing as a management tool;
Discover how
variance analysis helps management understand the present costs
and control future costs;
Determine the
benefits of the organisation out of the flexed budgets;
Enumerate the
types of variances and give the reasons for their occurrence;
Identify the
different planning and operational variances;
Enumerate the
sources of finance;
Define
gearing;
Calculate
Weighted Average Cost of Capital (WACC) using the correct
formula;
Determine how
cost of debt is measured;
Ascertain the
importance of equity capital;
Perform risk
analysis;
Be familiar
with the outline of strategic management accounting;
Ascertain the
importance of competitor information and strategic positioning
towards the success of an organisation;
Learn how to
develop competitive advantage;
Establish the
relationship between strategic accounting systems, and the
balanced scorecard; and
Specify the
new role for managers and accountants.
