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.
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.
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
