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.
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Classroom-Based Duration and Cost: |
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Classroom-Based Duration: |
5 Days |
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Classroom-Based Cost: |
£5,000.00
Per Delegate |
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Group Cost: |
Varies With Group Size |
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Group Residential Cost: |
Up To 86% Discount, Based on Numbers. |
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Online Synchronous (Video-Enhanced) Duration and
Cost |
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Online Duration: |
10
Days @ 3 Hours Per Day |
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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.
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