Advanced Financial Accounting for Non-Accountants, Dip PG Course, 36 Credit Hrs.

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Postgraduate Seminar or Course Number 037 - Advanced  Financial Accounting For Non-Accountants Course, Leading to Diploma - Postgraduate - in Advanced Financial Accounting, 36 Credit-Hours, accumulating to a Postgraduate Certificate, with 144 additional Credit-Hours, and a Postgraduate Diploma, with 324 additional Credit-Hours.

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’.


For Whom This Course is Designed

This Course is Designed For:

 Vice Presidents of Manufacturing and Commercial Businesses;

Marketing, Engineering and Human Resources Managers;

Project Managers;

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

Sales and Marketing Executives;

Supply-Stream Professionals;

Project Managers;

Internal Auditors;

Public Accountants;

Assets Accountants;


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

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.

 Course Duration and Cost Graphics

The course cost does not include living accommodation. However, classroom-based students and delegates are treated to 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.


Students and Delegates are treated to a selection of 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.


 Daily Schedule: 9:30 to 4:30 pm.

 Location:  Central London and International Locations

 Course Objectives

 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:


Efficiency and performance;



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.


 Course Contents, Concepts and Issues


 Part 1: A Strategic View of the Business Environment

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.

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 2: 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 3: 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.



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 4: 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 5: Financing the Business and Strategic Accounting

 Internal and External Sources of Finance

 Financing the Business:

Sources of Finance;


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.